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Intriguing thoughts and musings to provoke
you to think and inspire the unthinkable.

Convincing wrong

Jun 11, 2026

Most persuasion fails before it starts.

Not because the argument is weak. Not because the data is wrong. Because the persuader never asked one question: where is this person right now?

The founder pitching alignment to a skeptical board. The sales rep pushing a solution the buyer hasn’t decided they need. The leader trying to shift a belief that took a decade to form.

All charging forward. None of them listening first.

Robert Cialdini spent a career mapping this. There’s a difference between someone who needs a nudge and someone who needs a reframe. One needs momentum. The other needs permission to see differently. They’re not the same conversation.

The nudge is easy. A little social proof, a small commitment, a reminder of what they already believe. Done.

The belief change is harder. It requires meeting someone in their resistance rather than pushing against it. It requires curiosity over conviction.

And then there’s the third option nobody teaches. Walk away.

Not every mind is ready to move. Not every moment is the right moment. The best persuaders know the difference between timing and stubbornness.

Convincing isn’t the goal. Connection is.

It was just a call

Jun 10, 2026

I’ve banked with the same institution for decades.

Not because they’re remarkable. They’re not. Global, established, perfectly functional, and about as inspiring as watching paint dry. I stayed because it was easier than leaving. Convenience masquerading as loyalty.

I had quietly made peace with it.

Then, out of nowhere, I got a call. A real person. Introducing themselves. Saying simply: ‘I’m here, and I’d like to support you.’ Nothing rehearsed, nothing scripted. Just presence.

I was stunned. Genuinely.

What followed surprised me even more. New conversations. Real developments. Outcomes that benefited both of us. Momentum that hadn’t existed the week before.

None of it came from technology. None of it came from a new product or a redesigned app or a polished campaign. It came from one person choosing to pick up the phone and say: you matter to us.

That’s it.

I think about this with my own clients constantly. We obsess over systems, decks, strategies, and dashboards. And sometimes the most powerful thing we can do is simply call someone and say: I see you. I’m paying attention. How can I help?

It costs nothing. It changes everything.

Not that attention

Jun 9, 2026

I’ve watched a few people crash in slow motion.

They built their platform on a version of themselves that wasn’t quite true. A little more certain than they were. A little more successful than the numbers showed. The audience came. Fast.

And then, as these things do, the truth came faster.

There’s a phrase I’ve heard in boardrooms: “any publicity is good publicity.” I’ve never believed it. Not even a little.

Attention is easy. I can say something inflammatory right now and watch the notifications stack up. But that’s not the kind of attention I want, and honestly, it’s not the kind you should want either.

I work with founders and executives every week who are tempted to over-promise. To bend the narrative. To lead with the best-case scenario as if it were the base case. The short-term gain is real. I won’t pretend it isn’t.

But here’s what I’ve seen on the other end: trust, once cracked, is brutally expensive to repair. Edelman’s research puts it plainly. Brands and leaders perceived as dishonest lose trust at three times the rate it took to build it.

Three times.

So when I hear someone say “well, at least people are talking about us,” I ask one question: what are they saying?

Attention is not adoration. It is not loyalty. It is not permission to lead.

Truth, told consistently over time, is the only foundation worth building on. The rest is noise with an expiration date.

Stalking birds

Jun 7, 2026

Every morning, on walks, my dog stalks birds.

She gets close. Never catches one. But here’s the thing, she never stops believing she will.

What if she stopped believing? Would she be motivated and excited every day?

Belief, even unrewarded, is what keeps us moving. It’s the engine, not the outcome.

You have all the time

Jun 7, 2026

Cyril Northcote Parkinson said it in 1955. Work expands to fill the time available for its completion.

Seventy years later, we still don’t believe him.

Give a task two hours, it takes two hours. Give it two days, it takes two days. Not because the work is harder. Because we let it breathe until it suffocates everything else.

A Formula One pit crew changes four tires in under two seconds. Not because they have better hands. Because the time is fixed. Non-negotiable. Sacred. Every tenth of a second has a name, an owner, and a consequence. Nothing is vague. Nothing expands.

The rest of us treat time like a waiting room.

And then, to feel productive inside all that inflated time, we multitask.

Here’s the problem. Multitasking isn’t a skill. It’s a story we tell ourselves to feel busy. What neuroscientists actually call it is task-switching. Every shift in focus pays a cognitive toll. Stanford research found that heavy multitaskers are worse at filtering irrelevant information, worse at memory recall, and worse at managing attention than people who simply finish one thing first.

We multitask to feel efficient. We become less so.

The F1 pit crew doesn’t multitask. Each person has one job. One precise, rehearsed, uninterrupted job. That’s not coincidence. That’s the whole design.

Parkinson’s Law fills time from the top. Multitasking fragments whatever is left. Together, they make busyness feel like achievement.

The deadline isn’t the enemy. The absence of one is.

What would your work look like if you gave it half the time?

The box we build

Jun 5, 2026

We love the Forrest Gump line. Life is like a box of chocolates.

We quote it when things go sideways. When the deal falls through. When the hire doesn’t work out. When the meeting turns into something we didn’t see coming.

But here’s what we don’t say out loud: we’re not surprised by the chocolates. We’re surprised by the ones we specifically told ourselves wouldn’t be there.

That’s not surprise. That’s an expectation meeting reality.

In business, this pattern shows up every day. The leader who rewards agreement and punishes dissent. The founder who hires for culture fit and then wonders why no one challenges them. The executive who needs validation to move forward and calls it “alignment.”

Tell me what I want to hear and we call it culture. It isn’t. It’s appetite management.

Emotional regulation is the only edge we fully control. Markets shift. People disappoint. Plans break. But the space between stimulus and response, that’s ours. Viktor Frankl called it the last human freedom. We’re still figuring out what to do with it.

If the disappointments keep coming, at some point the honest question isn’t about the chocolates.

It’s about who packed the box.

Your moveable line

Jun 4, 2026

We draw our moral lines long before anyone tests them.

They feel solid. Permanent. Like foundations. And then someone asks us to shift, just slightly, just this once, to accommodate a different standard. A more convenient truth.

We accommodate. Because the relationship matters. Because the deal is close. Because the moment feels too costly to hold the line.

Here is what we rarely admit: the first concession is rarely about the issue. It is about what we silently agree to next.

Once we signal that the line moves, it is no longer a line. It is a suggestion. And suggestions get ignored, negotiated, and eventually forgotten.

We see this in organizations where the culture quietly normalizes what was once unacceptable. We see it in leaders who became unrecognizable not through one dramatic fall but through a thousand small accommodations. We see it in ourselves more than we care to acknowledge.

The line is not a constraint. It is the answer to the question: who are we?

Hold it there. Not out of stubbornness. Out of clarity.

Because the version of ourselves we lose to incremental compromise is the hardest one to get back.

Serve everyone, win no one

Jun 3, 2026

The store that sells everything. The consultant who works with anyone. The brand that offends nobody.

They share one thing in common: nobody remembers them.

There is a seductive logic to the “everything and everyone” strategy. More surface area means more customers, right? More options means more appeal.

Except it doesn’t work that way.

When you try to speak to everyone, the message dilutes until it says nothing. When you compete on everything, the only lever left is price. And price is a race with one finish line: zero margin, zero loyalty, zero story worth telling.

Remember Sears. They sold hardware, clothing, appliances, insurance, real estate. A department store for the American dream. And yet, they were disrupted not by a competitor who did more, but by one who did less, better. Amazon didn’t start by selling everything. They started with books.

The three traps are predictable.

First: the feature trap. More features feel like more value. They aren’t. They’re more confusion.

Second: the audience trap. Expanding the target market to include everyone means resonating with no one.

Third: the price trap. When distinction disappears, the only argument left is cost. That’s a fight no one wins for long.

The antidote isn’t complexity. It’s the courage to say: this is who we are. This is who we serve. This is what we will not do.

Uniqueness is not a branding exercise. It is a strategic commitment.

The market doesn’t reward sameness. It tolerates it, briefly, before moving on.

Seven secondhand sins

Jun 2, 2026

You can find a great deal at the vintage market.

That is not what this is about.

There is a category of secondhand that looks like wisdom, feels like strategy, and passes for leadership. It is none of those things. It is borrowed. And borrowed, in business, is rarely as good as original.

Here are the seven ways secondhand quietly undermines everything you are building.

1. Secondhand Experience

You heard about it. Someone told you how it went, what it felt like, what the outcome was. You nodded. You filed it away. You reference it in meetings.

But you were never in the room.

Secondhand experience is the story without the scar. It lacks the weight of lived consequence. The founder who has been through a failed launch, a culture collapse, a negotiation gone wrong, carries something in their body that no briefing can replicate. The lesson and the scar are inseparable.

When we build strategy on experiences we have only heard about, we are building on sand. Solid-looking sand. But sand.

2. Secondhand Information

By the time information reaches you, it has been filtered. Someone chose what to include. Someone chose the frame. Someone, consciously or not, added their own fear, their agenda, their interpretation.

Secondhand information is not neutral. It arrives with drama already embedded. The numbers have been softened. The conflict has been dramatized. The nuance has been stripped out because nuance does not travel well.

The organization that makes decisions on filtered information is not making decisions on reality. It is making decisions on someone else’s version of reality.

Insist on getting as close to the source as possible. Primary data. Direct conversation. Unfiltered feedback. It is harder to obtain and harder to hear. That is precisely why it is more valuable.

3. Secondhand Strategy

The competitor is doing well. Their model looks clean. Their messaging is sharp. Their growth numbers are impressive.

So the temptation is powerful: take what they are doing and adapt it.

This is how secondhand strategy is born. It looks like benchmarking. It is called best practice. But it is imitation dressed up in professional language.

Strategy is not portable. What works for another organization was built for their market position, their team, their capabilities, their moment in time. Strip the strategy from its context and you strip it of its power.

The leader who scales does the hard work of building original strategy: understanding their own market, their own strengths, and their own right to win. As Roger Martin frames it, strategy is a set of choices about where to play and how to win. Those choices belong to you. They cannot be borrowed.

4. Secondhand Culture

The company you admire has a remarkable culture. Their employees love coming to work. Their Glassdoor reviews are exceptional. Their values are beautifully written, prominently displayed, and apparently lived.

So you take notes. You borrow their language. You post your own values on the wall.

This is secondhand culture. And it does not survive contact with your actual organization.

Culture is not a document. It is not a poster. It is the accumulation of what leaders tolerate, what gets rewarded, what gets ignored, and what gets said in rooms when no one is watching. It is built, day after day, in the small moments of decision.

You cannot copy it. You can only build it. And the building is slow, unglamorous, and deeply specific to the people in your organization right now.

5. Secondhand Leadership

Most leaders were led before they led.

And far too many of them are still being led by their former bosses, even decades later.

Secondhand leadership is the inheritance of habits, behaviors, and management styles absorbed from those who came before. The micromanager who was micromanaged. The leader who avoids difficult conversations because their former boss made every conversation a conflict. The executive who withholds feedback because that is how they were treated.

These are not your choices. They are hand-me-downs. And like all hand-me-downs, they fit someone else’s body, from someone else’s era.

Effective leadership asks for something harder: the deliberate examination of every habit and pattern you carry. Which of these did you choose? Which were simply absorbed? Which serve the people you are responsible for now?

The best leaders are not the ones who had the best role models. They are the ones who questioned what they inherited.

6. Secondhand Vision

Every industry has a consensus about where things are going. The analysts have published their reports. The conferences have set the themes. The LinkedIn thought leaders are all pointing in the same direction.

Secondhand vision is mistaking that consensus for insight.

The problem is not that the consensus is always wrong. It is that the consensus is, by definition, already priced in. Everyone is already moving that direction. There is no competitive advantage in arriving where everyone else is going, at the same time, for the same reasons.

Vision is the work of seeing something others have not yet seen, or seeing it sooner, or seeing what it demands in terms of your organization’s specific response. Jim Collins called it confronting the brutal facts while never losing faith. That requires your own eyes, your own inquiry, your own willingness to look where the consensus is not looking.

Borrowed vision is no vision at all. It is just movement in a crowd.

7. Secondhand Relationships

Someone told you this person was trustworthy.

Someone vouched. Someone introduced. Someone gave the endorsement.

And so you extended trust based not on your own experience, but on someone else’s.

Secondhand relationships feel like a shortcut. In a world where time is scarce and networks are crowded, the warm introduction seems like efficiency.

But trust is personal. It is built through direct interaction, observed behavior, shared challenges, and time. The reputation that preceded someone may be entirely accurate. It may also carry the blind spots, the loyalties, and the incomplete picture of the person who gave it.

Invest in the relationship yourself. Ask the hard questions. Observe the behavior over time. Let your own experience be the primary source.

The original is always worth more than the copy.

Business moves fast. The temptation to borrow, adapt, and imitate is everywhere. And sometimes, in the tactical and operational dimensions, learning from others is exactly right.

But in the dimensions that determine whether a company scales or stalls, whether a culture holds or fractures, whether a leader grows or repeats, the secondhand version is never sufficient.

Go get the original.

A tale of two merchants

Jun 1, 2026

In a prosperous valley nestled between two great peaks, there lived two merchants who sold the finest grain in all the land.

The first merchant, Aldric, was precise and proud. His storehouse was immaculate. His weights were accurate to the last measure. Every transaction was documented, every price justified with careful mathematics. When a farmer came to buy, Aldric would present his ledger, explain his margins, and demonstrate, conclusively, why his grain was the superior choice.

He was never wrong.

The second merchant, Maren, kept a fire burning in her storehouse year-round. She remembered every farmer’s name. She remembered which seasons had been hard for each family, which sons had gone off to apprentice, which fields had flooded. When a farmer came to buy, she listened first. She made tea. She asked about the harvest.

Her grain was the same grain.

The valley held a market each spring. Year after year, the farmers lined up outside Maren’s storehouse before dawn. Aldric stood at his door, ledger in hand, puzzled.

One season, a young apprentice asked Aldric why the farmers always chose Maren.

Aldric shook his head. “It makes no sense. My prices are fair. My grain is equal. My documentation is superior in every respect.”

The apprentice thought for a moment. “Have you ever asked a farmer how they feel when they leave her storehouse versus yours?”

Aldric had not.

So he did. He asked old Willem, who had farmed the eastern fields for forty years.

Willem considered the question carefully.

“When I leave Aldric’s, I feel correct,” he said. “When I leave Maren’s, I feel like I matter.”

Aldric closed his ledger.

He kept it closed for a long time.

The logic of commerce will tell you what is fair. But the human heart decides what is chosen. And the heart, every time, follows the feeling of being seen.

The original

May 31, 2026

Someone out there is trying to copy you.

Not your look. Not your product. Your edge. The thing you built through years of hard choices, failed experiments, and quiet persistence.

The replica economy is not new. It is just faster now. Close enough to confuse the market. Cheap enough to undercut the original.

But here is what we forget: the original has a history the copy cannot replicate. The scar tissue. The iteration. The earned trust.

We obsess over what we want. Rarely do we inventory what others covet.

Worth a thought.

The people who save you

May 30, 2026

At the end of every honest reckoning, it is never a thing that saves you.

Not the bread. Not the blue. Not the smell of red earth after rain or the weight of good leather or the particular silence of a forest at dawn. Those things restore you, yes. They return you to yourself. But they are not the reason you do any of it.

The reason is always people.

I know this with certainty because I have tested the alternative. I have sat with extraordinary views and felt nothing because I was sitting alone in the wrong way. Alone with the noise still running. Alone but not present. Alone and performing solitude rather than inhabiting it.

And I have sat at a table that was nothing remarkable. Ordinary food. Ordinary room. And felt something close to perfect because the people around me were exactly the right ones. Laughing in that unguarded way that cannot be manufactured. Talking about nothing important and everything that matters.

That is the feast. Not the food.

We began this week with a simple and uncomfortable question. Are you living a life that feels like yours? The audit, the drift, the fear, the bread, the blue. All of it has been a way of clearing the ground. Removing the noise. Getting back to something true.

And what is true, at least for me, is this.

The days I remember are not the days I was most productive. They are not the days I closed the deal or hit the number or received the recognition.

They are the days I helped someone see something they could not see before. The days I sat across from a person carrying a weight they thought was permanent and watched them set it down. The days someone laughed because of something I said or felt hopeful because of something I did.

Giving others hope is not a soft thing. It is the most durable work there is.

You cannot give it from empty. Which is why this entire week has mattered. The restoration, the presence, the permission, all of it exists so that you have something real to bring to the people who need you.

Go find your people. The ones who make you laugh without effort. The ones who tell you the truth without cruelty. The ones around whom you are most recognizably yourself.

And then show up for them fully.

That is the whole answer. It always was.

The color of enough

May 29, 2026

There is a shade of blue that does something to me.

Not a specific blue I could name or point to in a Pantone chart. It is more a quality of blue. The ocean on a calm morning before anyone else has arrived. The sky in that particular hour between late afternoon and dusk. The capitavation of midnight blue. The kind of blue that has depth without drama.

When I am near it, something in me exhales.

I have spent a long time not giving that exhale the credit it deserves.

We live in a culture that has decided rest is something you earn. Stillness is laziness with better posture. The person who is always moving, always producing, always available is the one we quietly admire and loudly emulate.

And so we keep moving. We fill every gap. We answer the message that could wait. We say yes to the thing that deserves a no. We mistake exhaustion for commitment and busyness for value.

But here is what I have learned, slowly and with some resistance.

Permission is not coming.

Nobody is going to arrive and tell you that you have worked hard enough, long enough, well enough to now allow yourself the life you actually want. The world will keep asking. The calendar will keep filling. The demands will not pause out of respect for your depletion.

You have to give yourself permission. Quietly, without announcement, and probably before you feel you have earned it.

For me that permission sometimes looks like nothing more than finding that shade of blue and sitting near it long enough to remember who I am when nobody needs anything from me.

That is not a small thing. That turns out to be everything.

This week we have looked honestly at the dread, the drift, the fear and the things that restore us. All of it has been pointing here.

You already know what your version of blue looks like.

The only question left is whether you will allow yourself to stop and find it.

The bread that cannot be rushed

May 28, 2026

Thursday evening I start the dough process.

Not because I have to. Because something in me needs to.

There is a particular ritual to sourdough that I have come to understand is about far more than bread. You begin with a living starter. Genuinely alive. Fed and tended over days. If you neglect it, it tells you immediately. If you rush it, it punishes you without apology.

You mix by hand. There is no shortcut worth taking here. The dough has a texture that changes under your palms as you work it. Cool at first, then warming. Resistant, then yielding. It is one of the few things in modern life that insists you be completely present or it simply will not work.

And then you wait.

Saturday morning, the kitchen smells like something ancient and right. The loaf has done its slow work overnight, unhurried, indifferent to your schedule. You score the surface, slide it into the heat, and then you wait again.

When it comes out, the crust has a sound when you tap it. A hollow resonance that tells you everything worked. The family gathers without being called. Something about that smell is a summons no one can refuse.

We have spent this week asking hard questions. About the drift. About fear. About the life we have quietly wandered away from.

Here is what the bread teaches me every single time.

The things most worth having cannot be accelerated. They require attention, patience, and a willingness to show up across two days for something that will be gone in twenty minutes around a table full of people you love.

That is not inefficiency. That is the point entirely.

The small move I want to suggest today is not dramatic. It is this. Find one thing this week that cannot be rushed. Something that demands your hands, your presence, and your patience. Something that, when finished, gathers people together.

It does not have to be bread.

But it has to be deliberate.

Because the life you are looking for is not waiting at the end of some grand reinvention. It is hiding in the unhurried hours you keep giving away to things that do not deserve them.

What are you afraid of

May 27, 2026

I want to tell you something that took me an embarrassingly long time to understand.

The Monday dread we talked about on Day 1 is not really about Monday.

The hollow feeling on the audit from Day 2 [what fills you]is not really about the job.

The drift from Africa discussed yesterday is not really about circumstance or obligation or the relentless pressure of a calendar that owns you.

It is about fear.

Specifically, the fear of feeling fully alive.

That sounds strange. Who would be afraid of that? But sit with it for a moment.

When I am standing in nature, genuinely still, with nothing demanding my attention, something uncomfortable happens. I feel everything. The vastness. The beauty. The acute awareness that this, right here, is what life actually is. And it is extraordinary.

And then, almost immediately, something in me wants to reach for the phone. Check the email. Create some noise.

Because feeling that alive also means feeling how much of your life you have spent not feeling that way.

There is a particular texture to the things that bring me most alive. The weight of good leather in my hands. The deep quiet of blue. The slow accumulation of a long meal coming together, steam and warmth and the sound of people I love gathering around a table. My dogs pressing against my legs without agenda.

These things do not just bring pleasure. They bring presence.

And presence is confronting. Because in the presence, there is nowhere to hide from the question of whether you are living the life you actually want.

Busyness is the most socially acceptable form of avoidance we have ever invented.

We wear it like a badge. We perform it for each other. And it keeps us at a very safe distance from the things we most need to feel.

The audit you ran on Day 2 already told you something true. Most people look at that list and feel a quiet unease. Not because they do not know what fills them. But because they do know. And knowing means they can no longer claim ignorance.

That is the fear. Not failure. Not judgment.

The fear that you already know exactly what your life is supposed to feel like. And you have been choosing otherwise.

That is worth sitting with today. Not solving. Just sitting with.

What are you actually afraid of?

The smell of Africa

May 26, 2026

There is a smell that belongs distinctly to Africa.

It arrives before dawn. Red earth after rain. The dry warmth of acacia and dust. Something ancient and alive that no other place on earth replicates. If you have experienced it, you never fully leave it behind. It lives somewhere inside you permanently.

I grew up with that smell. With open skies so vast they make your smallness feel like a gift rather than a deficit. With the particular quality of light that exists only there, golden and unhurried, as if the sun itself has decided not to rush.

And then, gradually, I drifted.

Not in a single dramatic moment. That is rarely how it happens. The drift is quiet. Incremental. One compromise at a time. One obligation layered onto another. The diary fills. The mornings get earlier and the nights later. You stop noticing the sky entirely.

On Day 1 we talked about the Monday dread. That hollow, heavy feeling that the week ahead is something to survive.

On Day 2 we ran the audit. What fills you. What empties you.

Day 3 is the harder question.

When did the drift begin?

For me, I can trace it. There was a version of my life lived close to the things that made me most alive. Nature. Space. The unhurried pleasure of a long meal with people who make me laugh until it hurts. The smell of somewhere that feels like home in the deepest sense.

And then ambition arrived. Which is not a bad thing. But ambition without anchor will take you a long way from yourself before you notice the distance.

The tide does not announce itself. It simply pulls.

The question worth sitting with today is not where you want to go. It is when you last remember feeling fully present. Fully yourself. And what was around you when that was true.

For me, it smelled like Africa.

What did it smell like for you?

What fills you

May 25, 2026

I have a very reliable test for whether I am living well.

My dogs know it before I do.

When I come home present, unhurried, unburdened, they feel it immediately. We end up on the floor together. There is laughing. There is chaos. There is nothing I would rather be doing.

When I come home carrying the weight of a life that does not quite fit, they still greet me the same way. But I am not really there. I am somewhere else. Worrying about something that will look very different in a week.

They do not judge me for it. But I notice the difference.

Here is the audit I have learned to run. Not a complicated one. Just honest.

What happened today that made me feel lighter? Not productive. Not efficient. Lighter.

For me it might be an hour in nature, where everything recalibrates without effort. It might be the ritual of preparing a proper meal, something slow and deliberate, where the process is as nourishing as what ends up on the table. It might simply be laughter with people I love, the kind that arrives without warning and lingers.

These are not rewards for finishing work. They are not treats or indulgences.

They are data.

They tell me who I am when I am most myself.

The drain side of the audit is equally revealing. What left me feeling hollow today? What felt like motion without meaning?

Most of us already know the answers. We just have not stopped long enough to write them down.

So today, try this. Two columns. What filled you. What emptied you.

You do not need to change anything yet. Just look at what the list tells you.

Monday morning dread

May 24, 2026

I hated Mondays once.

Not just the alarm. The whole weight of it. The knowledge that the next five days were something to survive rather than live. Sunday evenings carried a particular darkness, a slow creeping dread that stole the weekend before it was even over.

I have been there. Longer than I care to admit.

Gary Numan built a career in music, found success, and then quietly lost himself in it. The spark was gone. The work felt hollow. And then his wife gave him a Depeche Mode album. That was it. That was the moment. He has said it did not just save his career. It saved him. He started making music for himself again. Every day became something to look forward to.

That is a different life entirely.

The cliches are everywhere. Do what you love. Life is short. Follow your passion. We roll our eyes because we have heard them so many times. But cliches exist because they carry truth that we keep refusing to accept.

The real question is this: do you wake up with even a flicker of anticipation for the day ahead?

Not every day is perfect. That is not the point. The point is whether your work feels like an extension of who you are, or a sentence you are serving.

When you find that thing, there is no clear line between work and life. It simply becomes how you spend your time. And that changes everything.

The cliche is not the problem. Ignoring it is.

What is the album your life is waiting for?

What the phone reveals

May 23, 2026

We tell ourselves we are measured, rational, composed.

Then we pick up our phones.

On a train recently, watching a stranger scroll, something became clear. Within minutes, her face moved through joy, concern, hurt, and quiet approval. She didn’t notice. No one around her did either. We’ve all silently agreed to pretend the phone is private.

But the face is public.

Psychologists call it emotional leakage. The feelings we believe we’re concealing find their way out anyway. Paul Ekman spent decades documenting micro-expressions, those involuntary flashes of emotion that appear in a fraction of a second. We cannot fully suppress what we genuinely feel.

The phone accelerates all of it. It delivers the unfiltered world directly to our nervous system, on demand, in public, without warning.

What’s worth sitting with is this: if the screen reveals what we actually feel, what does that tell us about what we’re consuming?

And more pointedly, what does it say about who we’re becoming?

The cost of role fog

May 22, 2026

I was sitting with a leadership team recently, post-mortem on a project that had missed its deadline.

Smart people. Good intentions. Real effort.

But as we unpacked it, the same pattern emerged that I see more often than I care to admit. No one had agreed on who was actually leading the initiative. There was a project owner on paper. But in practice, three people thought they had final say, two were waiting to be told what to do, and one was contributing brilliant ideas into a vacuum.

The project did not fail because of strategy. It failed because of role fog.

I use that term deliberately. It is not dramatic dysfunction. It is a slow, ambient confusion about who leads in a given situation, who makes the call, who provides input, and who simply needs to be informed.

Most teams have org charts. Very few have situational clarity.

The distinction matters enormously. Your title tells people where you sit. Role clarity tells people what is expected of you right now, in this decision, on this initiative.

When I work with scaling organizations, this is often the first thing we address before strategy, before goals, before metrics. Because none of those things land cleanly without it.

The RACI chart exists for a reason. But most teams treat it like fine print.

There is a difference between being in the room and being responsible. Between contributing information and making the call. Between having a voice and having a vote.

The founder who jumps into every decision signals that no one else should own anything. The executive who attends every meeting but commits to none becomes organizational noise.

Clarity about role is not bureaucracy. It is respect. It tells people what winning looks like for them specifically.

That is on leadership to define. Every time.

You’re leaving money on the table

May 21, 2026

The freelancer who charges too little. The consultant who apologizes before quoting. The executive who caves before the client pushes back.

This isn’t humility. It’s self-sabotage dressed up as modesty.

Imposter syndrome is nearly universal. A landmark study published in the International Journal of Behavioral Science estimates that roughly 70% of people experience it at some point. Seventy percent. That means nearly everyone in the room doubts they belong there.

Now add a scarcity mindset. The quiet, constant fear that there is not enough work, not enough clients, not enough opportunity. The two conditions together create a perfect storm: brilliant people pricing themselves into irrelevance.

The market does not pay what you are worth. It pays what you ask.

Dr. Valerie Young, one of the leading researchers on imposter syndrome, found that high achievers are among the most likely to undercharge, over-deliver, and undermine their own negotiating position because they are waiting for someone else to confirm their worth.

That confirmation is not coming.

The scarcity mindset tells you to take whatever is offered before it disappears. But the offer on the table is shaped by your opening position. When you start low, you stay low.

As Maya Angelou once said: “I have written eleven books, but each time I think, ‘Uh oh, they’re going to find out now.'”

If Angelou doubted herself, you are in extraordinary company.

The question is not whether you feel worthy. The question is whether you are willing to act as if you are, regardless.

Price accordingly.

Skip the hype. Buy the ingredients

May 20, 2026

We live in an era of abundance. More tools, more frameworks, more consultants, more conferences promising transformation.

And yet, most organizations are no more fundamentally healthy than they were before they bought it all.

The problem is not information. We have never had more. The problem is that we keep buying the packaging instead of the ingredients.

The ingredients are not exciting. Clarity of purpose. Alignment on priorities. Honest conversations about what is actually working. Leaders who do what they say they will do. A rhythm of accountability that people trust.

We skip those. They are slow. They require discomfort. They do not come with a launch event.

Instead, we chase the next solution that promises to shortcut the process. The new platform. The rebrand. The offsite.

Research in organizational behavior is consistent: sustainable performance follows disciplined execution of fundamentals, not adoption of innovations layered on dysfunction. Jim Collins called it “the flywheel.” It does not spin from hype. It spins from consistent, deliberate, unglamorous effort.

The organizations that scale with intention know what they are building with. They are not seduced by the label. They read the ingredients.

And then they do the work.

The little elephants

May 19, 2026

Outside Spitalfields Market in London, small bronze elephants stand guard. Baby elephants. Orphaned because humans wanted something they had no right to take.

Ivory. Status. Greed dressed up as commerce.

And yet.

Someone decided to rescue those babies. Someone built a sanctuary. Someone cast bronze sculptures so the rest of us would stop and remember.

The world is not only brutal. It is also quietly, persistently kind.

You don’t need to save an elephant today. But you could do something small. A donation. A share. A conversation with a child about why these things matter.

The gesture doesn’t have to be large. It just has to be real.

What’s yours?

Change hurts less than stagnation

May 18, 2026

We announce the change and assume the work is done.

It never is.

Change has a curve. John Fisher formalized it. Elisabeth Kubler-Ross described its emotional architecture long before business adopted the concept. The curve moves through denial, resistance, frustration, and experimentation before landing in integration. Every person on the team travels it. At different speeds. With different baggage.

The leader’s job is not to eliminate the curve. That’s impossible. The job is to guide people through it with clarity, consistency, and honesty.

We underestimate what unmanaged change costs. Productivity drops. Engagement falters. The informal leaders in the room start whispering. And the initiative that was supposed to transform the organization quietly erodes into a cautionary story people tell at offsites.

The antidote is not complexity. It is structure.

Name the change clearly. Explain the reason before the mechanics. Identify who will be most affected. Build visible milestones. Create psychological safety for the resistance, because resistance ignored becomes sabotage.

Kotter’s eight steps. Prosci’s ADKAR. Pick a framework and use it with discipline. The methodology matters less than the commitment to actually managing the human side of the transition.

Most organizations treat change management as optional. The ones that scale treat it as infrastructure.

The curve is coming either way. The question is whether anyone is navigating it.

When the music stops

May 17, 2026

Liverpool used to play heavy metal football.

Fast. Relentless. Chaotic in the best possible way. You knew exactly what you were going to get. So did the opposition. That was the point.

Eighteen months later, something changed. Some tactics. A few players. But mostly the identity evaporated.

Fans noticed immediately. They always do.

Organizations are no different. When a brand knows who it is, people are drawn to it. Not because of the product or the perks. Because of the feeling. The recognizable DNA.

Research from Harvard Business Review found that companies with a clearly defined identity outperform peers in employee engagement, customer loyalty, and long-term revenue. Not slightly. Significantly.

Identity is not your logo. It is not a value statement on a laminated card in the break room.

Identity is behavior. Repeated. Modeled from the top. Felt in every interaction.

The founder sets the frequency. The team tunes to it. Or they drift.

Heavy metal is not a style. It is a commitment. When you stop committing, the music stops. And everyone in the stadium notices the silence.

What does your organization sound like right now?

Not friends. Colleagues

May 16, 2026

There is a particular warmth that fills the room when you are among old friends.

The ease. The openness. The permission to say the thing you actually mean.

It is a rare and precious thing.

Which is exactly why you should not mistake it for what happens at work.

Your colleagues are not your friends. They may become friends over time. A few might. But the relationship begins somewhere else entirely. Ever noticed once you are no longer colleagues, how those ‘work friendships’ disappear?

The professional peer relationship asks something different of us. Boundaries. Context. A measure of discretion that friendship does not require.

This is not cynicism. It is clarity.

When the founder confuses a colleague for a confidant, things unravel. Trust is misplaced. Vulnerability becomes liability. The openness that feels so natural becomes the thing that erodes authority or blurs accountability.

Create the right relationships at work. Warm, respectful, genuinely caring ones. But understand what they are.

Reserve the other thing for people who have earned it in a different way.

The pleasure of old friends is precisely because it is rare. Protect it by knowing where it belongs.

Go. Just go

May 15, 2026

We do our worst thinking at work.

Not because we lack intelligence, but because proximity kills perspective. The urgent crowds out the essential. The tactical devours the strategic.

We don’t step away to rest. We step away to see.

A founder recently returned from an extended break with a vision so sharp it redirected his entire team. Not from a boardroom. From a beach.

The next big idea rarely comes from grinding harder.

Have we booked the trip yet?

Clear the fog

May 14, 2026

Nobody chooses to drive blind.

Yet every day, leaders hand their teams the keys, point them toward a destination no one has clearly described, and then wonder why people are crashing into each other.

Fog isn’t a weather problem. It’s a leadership problem.

When the objective is unclear, people don’t stop moving. They keep driving. Slowly, anxiously, second-guessing every turn. They consume enormous amounts of energy, going nowhere in particular.

Research from Gallup consistently shows that fewer than half of employees clearly understand what is expected of them at work. Not complex strategy. Basic expectations. We are failing at the fundamentals.

Before you question the driver, ask whether you cleared the fog.

Did they know the objective?

Did they know who owned it?

Did they know what “done” looks like?

Did they know who to call when they hit a wall?

Four questions. That’s it.

Accountability without clarity isn’t accountability. It’s a blame in disguise.

The fog lifts when you decide it should.

No VAR for this

May 13, 2026

I was watching football recently when VAR was called in. Everyone paused. The referee walked to the monitor, studied every angle, and still came back with a decision that half the stadium disputed.

That stayed with me.

Because we’ve somehow convinced ourselves that better information eliminates bad decisions. It doesn’t. It just makes them more defensible.

In my work with founders and leadership teams, I see this constantly. The decision gets delayed because one more data point is needed. The hire that gets stalled because the process isn’t complete. The strategic move that waits for perfect conditions that never arrive.

And in the meantime, the market moves. The opportunity closes. The team loses confidence in leadership’s ability to act.

Here’s what I’ve come to believe: great decision-making isn’t about being right. It’s about being rigorous, being honest about what you know and what you don’t, committing fully, and having the courage to course-correct without pretending the first call never happened.

Your organization will never have VAR. And honestly? That’s not your disadvantage. It’s your invitation to build something better: a culture of considered, accountable decisions made by people who trust themselves and each other.

Make the call. Own the outcome. That’s leadership.

Sleep on it

May 12, 2026

The founder gets the answer at 11 pm. She fires off the email. By morning, she wishes she hadn’t.

We treat speed as a virtue. Respond fast. Decide fast. Ship fast. Move fast.

But the brain has a different operating system running in the background that works while we sleep.

Matthew Walker’s research at UC Berkeley shows that REM sleep actively consolidates memory and problem-solving. The sleeping brain doesn’t pause the work. It reorganizes it. Connections form that waking hours cannot manufacture.

This is not procrastination. This is biology.

The executive who sleeps on the hard call isn’t weak. He’s working the problem at a depth his conscious mind can’t reach.

Dijksterhuis and Meurs at the University of Amsterdam found that complex decisions improve significantly after periods of unconscious thought. Not minor decisions. The hard ones. The ones that keep you up at night are precisely the ones most deserving of a night.

The leader who deliberates isn’t indecisive. He’s intelligent about how cognition actually works.

Sleep on it isn’t advice. It’s a strategy.

The inbox will survive the night.

Still unfinished

May 11, 2026

We have poured centuries of intellect and treasure into understanding the human body.

And still, we are barely past the threshold.

That is not discouraging. It is one of the most honest metaphors we have for what it means to pursue mastery in anything.

We learn enough to feel capable. Then we assume we have arrived. We stop at competence when genius was one layer deeper.

It happens in business the same way it happens in science. We build a product, gain some traction, and declare ourselves seasoned. Meanwhile, the territory below goes unexplored.

The organizations that break from the pack rarely do so by doing more. They do so by going deeper into the few things where they can be genuinely remarkable. Not equitable. Not adequate. Remarkable.

The human body is 37 trillion cells, and every decade, we rewrite what we thought we knew. That is not a bug. That is the design.

What would we discover if we stopped declaring mastery and started getting curious again?

The work no one clocked

May 10, 2026

We celebrate the founder who scaled to a hundred employees. We write case studies about the CEO who transformed the culture. We applaud the leader who built something from nothing.

We rarely talk about the original builder.

She ran operations without a title. She managed culture without a framework. She coached performance without a methodology. And she did it around the clock, for years, without a single equity stake in the outcome.

We think building a business is hard. And it is. But we had a template long before we had a business plan.

The mothers who raised leaders did not have the luxury of a 90-day sprint. They played the longest of long games. And their ROI was never measured in revenue.

Here is what that teaches us: the work that actually builds something is almost always invisible. It lives in the conversations no one hears, the problems solved before they become crises, the steady presence that makes everything else possible.

Most organizations are starving for exactly that kind of work. And most leaders have already seen it modeled for them.

They just forgot to take notes.

Happy Mother’s Day to all the mothers. You deserve all the gratitude you receive.

Your banana bread

May 8, 2026

My mother was a great chef. No meal was ever a disappointment.

She could take something mundane and simple and produce something extraordinary. What she never did was bake. No cakes. No elaborate goods of any kind.

So here I am. Decades of culinary adventures behind me. And what do I find myself genuinely excited about?

Banana bread.

It took me this long to discover that something I had largely dismissed holds more variations and possibilities than I ever imagined. And now I look forward to the quest continuing.

The question is not what you know. It is what you have not yet discovered that is sitting right in front of you, hiding in plain sight.

What is your banana bread?

The only problem that matters

May 8, 2026

When you’re healthy, you have a thousand problems.

When you’re not, you have one.

That’s not wisdom. That’s physics.

The leader who skips sleep to close the deal, skips the gym to make the board meeting, skips the checkup because there’s no time… is playing a game with borrowed chips.

Research is unambiguous. A study in the Journal of Occupational Health Psychology found that leaders who prioritize physical and mental well-being demonstrate measurably better decision-making, emotional regulation, and team performance. The Cleveland Clinic reports that sleep-deprived executives show cognitive impairment equivalent to a blood alcohol level of 0.10%.

You wouldn’t fly a plane on fumes and call it leadership.

Yet here we are.

The founder who can’t sleep isn’t more committed. The executive skipping meals isn’t more dedicated. They’re just louder about their decline.

Your business needs a hundred things from you. But it needs one thing first.

You.

Functioning. Present. Energized. Clear.

The CEO who trains, sleeps, eats well, and protects their recovery isn’t being selfish. They’re being the best possible instrument for every person who depends on them.

Healthy leaders build healthy organizations. The data doesn’t argue. Gallup research consistently links leader wellbeing to team engagement, retention, and results.

The most important asset on your balance sheet isn’t listed there.

Take care of it.

Crazy works

May 7, 2026

The spreadsheet said no.

The rational analysis confirmed it. Every advisor in the room agreed. The founder did it anyway.

And it worked.

We spend enormous energy building systems to eliminate irrational thought. Better data. Tighter frameworks. More rigorous logic. We hire consultants to validate the reasonable path.

But the reasonable path is already crowded.

Every competitor has access to the same market research. The same benchmarks. The same rational conclusions. When everyone reasons from identical inputs, everyone arrives at the same destination.

The founder who scaled from nothing to something significant did not get there by being the most reasonable person in the room. They got there by believing something no spreadsheet could prove.

Jobs believed in a device nobody asked for. Musk believed rockets could land themselves. Neither was rational. Both were right.

Irrational thought is not the opposite of good thinking. It is the beginning of original thinking.

The question is not whether the idea is logical. The question is whether it is true.

Sometimes crazy is just early.

The tortoise still wins

May 6, 2026

I have been thinking about LIV Golf.

Not from a sports angle, but from a strategy one. When it launched, it was hard not to be at least a little intrigued. The money was real, the players were serious, and there was genuine energy around the idea that the old model needed shaking up.

And the traditional tours did what they always do. They kept playing.

Now the Saudi funding runs out in 2026. The PGA, the LPGA, and the DP World Tour are still here.

I have seen this pattern in organizations more times than I can count. A new initiative lands with resources and momentum, and suddenly everything that was working quietly in the background starts to feel insufficient by comparison. The established program gets squeezed. The proven approach gets questioned. The new thing gets the air.

Sometimes that is exactly the right call. Innovation deserves oxygen.

But I keep coming back to a few questions I think are worth sitting with before the decision gets made.

What would we lose if we walked away from the established program? Not in theory. In specifics. What relationships, what compounding value, what trust built over time would we be quietly trading?

What does the new initiative require beyond capital? Attention is finite. Leadership bandwidth is finite. What gets neglected when we redirect it?

Are we being drawn by genuine strategic opportunity, or by the feeling that standing still means falling behind?

What does our track record with similar bets look like? Not to discourage the move, but to understand the pattern.

And the one I find most useful: if both programs existed five years from now, what would each of them have needed from us today?

The tortoise is a boring archetype. But it keeps showing up in the results.

The conversation nobody wants

May 5, 2026

Most leadership teams can talk about the competition, the market, the strategy.

What they can’t talk about is each other.

Not really. Not the things that matter. The dependency that isn’t working. The relationship that broke six months ago. The team member everyone whispers about, but nobody addresses directly.

Research from Google’s Project Aristotle found the single greatest predictor of team performance wasn’t talent, compensation, or process. It was psychological safety. The belief that you can speak without being punished.

Most teams don’t have it.

So the founder walks the hall collecting intelligence. The executive sends the carefully worded Slack message at 10 pm. The VP says, “I just want to flag something,” and then doesn’t flag it.

And everyone wonders why execution stalls.

Trust isn’t a culture initiative. It’s not a team-building exercise in a mountain retreat. It’s the willingness to say the difficult thing in the room where the difficult thing needs to be said.

The HP Way, as studied extensively through Hewlett-Packard’s management culture, was built on the radical premise that people will perform at their highest when they are trusted with the truth. Bill Hewlett and Dave Packard called it “management by walking around.” Not surveillance. Presence. Real conversation.

The team that can’t disagree in public will disagree in private. And private disagreement is just resentment with better manners.

Create the platform. Build the ritual. Make the room safe.

Then ask the question nobody has asked yet.

Support is a verb

May 4, 2026

“I’ve got your back.”

The leader who announces support loudest often delivers it least. The declaration becomes the act. The statement becomes the substitute.

Real support is quiet. It shows up uninvited. It costs something.

If you have to say it, ask what you’re actually providing. Words are generous. They’re also free.

Support without action is performance.

The performer feels good. The supported person feels alone.

Mile markers win

May 3, 2026

The marathon runner never stares at the finish line.

Not because it does not exist. But because the brain does not run on hope. It runs on progress.

Mile one. Then mile two. Each marker crossed is fuel. Evidence. Permission to keep going.

The painter does not stare at the bare wall from across the room and then start painting. They tape a section. Finish it. Move to the next.

So why does the business leader launch the big initiative and then navigate by feeling?

The plan exists. The goal is clear. But without milestones, the team drifts. Progress becomes invisible. And invisible progress feels like failure, even when it is not.

Here is what is interesting. Most organizations do this well for their clients. The client demands it. The contract requires it. Accountability is external, so it gets done.

Internally? Different story.

Nobody is holding you accountable. So the milestones get skipped. The check-ins disappear. The project becomes a vague cloud of effort with no landmarks.

Change one thing. Build the markers. Check them. Celebrate them.

The distance does not shrink. But your ability to cover it changes entirely.

Betting on pistachio

May 2, 2026

Who saw the trend coming? Nobody did. And that is kind of the point.

I was in a client session last week when someone mentioned they had spotted pistachio croissants at three different cafes in the same neighborhood. Three. In one morning. We laughed. And then we got curious.

The Dubai chocolate-and-pistachio wave exploded from a single viral video in 2023 and somehow never stopped. It has since colonized hotel patisseries, artisanal chocolate bars, and ice cream menus globally. Even cookware, clothing, and furniture come in the latest new shade, yes, you guessed it, pistachio.

Here is what I found delightful about tracing it back: a modest group of California pistachio farmers, mostly in the San Joaquin Valley, had been steadily increasing production for years. Not because they predicted virality. Because they believed in what they were growing. And now they are ahead of the game.

The fad arrived and found them ready.

I think about this with my clients a lot. We are all trying to predict the future, identify trends, and position ourselves ahead of them. Rarely works. What does work is building genuine depth, the product, the culture, the capability, in something worth believing in.

The farmers did not need to find the trend. The trend found the farmers.

Kind of reassuring, honestly. Tend your trees. Be extraordinary at your thing. The parade has a habit of eventually coming down your road.

Even if that road is lined with pistachio orchards.

Depth is the point

May 1, 2026

The person who has tasted a truly great meal stops ordering randomly from the menu.

They already know.

This is not indecision. It is the opposite. It is clarity so sharp it looks, from the outside, like limitation.

We celebrate range. We reward the generalist, the networker, the person with ten projects and twenty opinions. We mistake motion for meaning.

But research from the University of Rochester found that people who pursue intrinsic goals aligned with their core values report significantly higher well-being and vitality than those chasing external markers of success. Not eventually. Now.

The philosopher Blaise Pascal wrote, “All of humanity’s problems stem from man’s inability to sit quietly in a room alone.” He was onto something. We flee depth because depth requires us to know ourselves, and knowing ourselves is the hardest thing there is.

What do you return to, without being asked?

What drains the clock without your permission?

That is not a distraction. That is a signal.

The person who has found their work, their people, their craft does not need more options. They need more time with the one thing that already has them.

Less is not giving up. Less is arriving.

What would you do more of if you stopped pretending more was the goal?

Generous to a fault

Apr 30, 2026

We celebrate the leader who gives everything.

The one who stays late answers every question and solves every problem. We call it servant leadership and hold it up as the ideal. And for good reason. Organizations where leaders invest in their people outperform those where they don’t. It’s not close.

But we rarely ask what happens at the edge of that generosity.

There is a point where helping becomes enabling. Where the team stops developing judgment because someone always steps in before the lesson lands. Where the client stops building capability because the advisor is too available. Where the giver stops replenishing because the giving never pauses.

We don’t talk about this enough.

The emotional toll accumulates quietly. Not in one dramatic moment, but in the slow accumulation of solved problems that weren’t ours to solve. Researchers in organizational psychology call it compassion fatigue. The body keeps the score. So does the calendar.

And here’s the paradox we miss: excessive help creates fragility in the receiver. The team that never navigates ambiguity alone never learns to. The client who never struggles with the problem never builds the muscle to solve the next one.

Jim Collins observed that great leaders create conditions for others to succeed. Not conditions where success is handed to them.

True service has a ceiling. Knowing where it sits isn’t selfishness. It’s wisdom.

The question is whether we’re building people or building a need for us.

We all dress differently

Apr 29, 2026

Nobody told the woman in the tailored suit that the guy in the hoodie is wrong.

We intuitively understand that fashion is personal. The conservative executive, the creative director in vintage denim, the athlete in a compression layer. Same office. Different wardrobes. No conflict.

We accept this without a second thought.

But put those same people in a meeting and expect them all to communicate the same way?

Suddenly we have a problem.

The direct communicator gets labeled aggressive. The thoughtful processor gets called disengaged. The relational connector is seen as wasting everyone’s time. The analytical thinker is accused of overthinking.

Same room. Different styles. Enormous conflict.

Here is the paradox: we extend wardrobe grace but not communication grace.

DiSC research suggests that up to 75% of workplace misunderstandings stem not from what is said, but from the style in which it is delivered. Harvard Business Review has noted that leaders who adapt their communication style to their audience are rated significantly more effective than those who don’t.

The founder who learned to slow down for the reflective CFO. The executive who learned to lead with data for the skeptical board. They were not being inauthentic. They were being fluent.

Communication fluency is not about losing your voice. It’s really about understanding that other people hear in a different language.

The best teams do not dress in uniform. But they do learn to speak each other’s dialect.

Know what to ignore

Apr 28, 2026

We are remarkably skilled at filtering out inconvenience.

The hype machine runs at full volume. New tools, new tactics, new thought leaders promising shortcuts to scale. We tune most of it out, and rightly so. Not every signal deserves attention.

But somewhere in the filtering, we start ignoring things that matter.

The critic with no skin in the game, nothing to lose and nothing to build? We can safely set that aside. The flatterer who reflects our best self back at us without friction? Useful for morale, useless for growth.

What we cannot afford to ignore:

The advisor who offers a word of caution precisely because they believe in what we are building
The metric that tells an uncomfortable story, month after month
The absence of any metrics at all
The loyal customer who no longer aligns with where we are going
The employee who stopped fitting the culture three quarters ago
The leader who holds a title but does not lead

These are not problems. They are information.

We build elaborate systems to capture data and then look away from what the data is saying. We surround ourselves with smart people and then discount the ones who make us uncomfortable.

Selective attention is a survival mechanism. But in organizations, it becomes a liability disguised as confidence.

The question is never whether to pay attention. It is whether we have created the conditions where the truth can reach us at all.

The room that stopped talking

Apr 27, 2026

We have all been in that meeting.

The one where the agenda is full, the slides are polished, and nobody says what they are actually thinking.

A founder we know called it “the most productive meeting we’ve ever had.” Ninety minutes. Decisions made. Action items assigned.

His operations lead called it something different. She called it “the day I stopped trying.”

She had prepared a full analysis on a flawed assumption buried in the growth plan. She had rehearsed it. She had slides.

But when she looked around the room and read the energy, she made a different decision. She nodded along. She took her notes. She drove home in silence.

Six months later, the flaw in the plan cost them a market entry and nearly two million dollars.

We call this an execution problem. It is not.

It is a culture problem, dressed up in a spreadsheet.

The cultures we build tell people, quietly and constantly, whether their voice is an asset or a liability. Most people are listening more carefully to that signal than we ever realize.

What is your culture saying right now, when no one thinks you’re paying attention?

The second mistake

Apr 26, 2026

We all mess up. Daily. Sometimes loudly. Sometimes quietly. But it happens.

The first mistake is rarely the one that defines us.

We make the first mistake, and then we face a fork. Own it or explain it away. Absorb it or redirect it.

When we deflect, we make a second mistake on top of the first. And that second mistake is a choice. Deliberate. Conscious. Ours.

The leader who deflects trades a moment of discomfort for a slow erosion of trust. The team that watches a leader own an error without flinching? They follow that leader anywhere.

Character is not revealed in the doing. It is revealed in the ownership.

We get to decide who we want to be. Every time. Starting now.

The half-truth teller

Apr 25, 2026

There is a kind of dishonesty that never lies.

It simply omits. Selectively. Strategically. With a straight face.

The colleague who shares the news, but not the part that reflects poorly on them. The vendor who highlights the upside and buries the risk. The leader who frames the decision as yours, while the only real option is already made.

This is manipulation. And it is far more common than the outright lie.

We encounter it daily. The performance review that praises but conveniently overlooks the pattern. The pitch that answers every question asked, and none of the ones that matter. The friend who “just wanted you to know” something that ends up serving their agenda.

But here is the harder question.

When did you last share the truth, but not all of it?

When did you let someone believe something convenient, because correcting it felt costly?

Manipulation is not only what is done to us. It is also what we do. Often without noticing. Often with good reason. Often dressed up as kindness, timing, or tact.

The person who refuses to play that game is rare. Not the one who is brutally honest, but the one who is completely honest. The one whose silence never misleads. Whose framing never flatters only themselves.

That person is trusted without reservation.

That person does not need to manage narratives.

What would it feel like to be that person?

The cost of almost

Apr 24, 2026

We live in the almost.

Almost done. Almost launched. Almost ready. The accumulation of almost is the quiet tragedy of ambitious people.

Neuroscience has a name for what happens when we split our attention across competing priorities. It is called cognitive switching cost. Every time we redirect our focus, the brain pays a re-entry tax. Attention researchers at the University of California found that it takes an average of 23 minutes to fully return to a task after an interruption. We interrupt ourselves dozens of times a day.

The math is brutal. Switching between tasks costs you up to 40% of your productive output. Not because you are less capable. Because the brain does not multitask. It task-switches. And every switch has a price.

We celebrate the leader with the expansive vision, the leader with ten initiatives in motion. We rarely ask how many of them crossed the finish line.

Finishing is an act of discipline that starting never requires. Starting feels like possibility. Finishing demands commitment. Somewhere between the two, most things die.

The organization that completes one strategic priority with excellence will outperform the one that pursues five with mediocrity. Not sometimes. Reliably.

One completed thing compounds. Almost never does.

The comeback nobody sees

Apr 23, 2026

We forget that sports compresses time.

A season of effort, heartbreak, and recovery fits inside a single highlight reel. The data is clean. The performance is visible. The verdict is swift.

And so we think we understand what happened.

We see the athlete who failed and conclude that they are a failure. We see the team in freefall and quietly revise our expectations downward. We mistake a result for a verdict.

But here is what the scoreboard cannot show: what happened in the dark.

The training session after the defeat. The decision to stay when leaving would have been easier. The quiet, unglamorous choice to try again.

Angela Duckworth spent years studying what separates high performers from those who plateau. Her conclusion was uncomfortable for those who believe in raw talent: it is grit, not genius, that endures. The willingness to persist through failure is a skill. A cultivated, practiced, chosen skill.

Vince Lombardi understood this long before the data arrived: “It’s not whether you get knocked down, it’s whether you get up.”

Sports gives us this lesson in bursts. A match. A season. A career. We can watch the arc in real time and observe where resilience lives, and where it quietly disappears.

The leader navigating a difficult quarter is no different from the striker who has not scored in twelve matches.

The question is not whether adversity will arrive.

The question is whether we decided, before it arrived, what we were going to do when it did.

Are you having fun yet?

Apr 22, 2026

Life is finite. You already knew that.

What you might be avoiding is the second part: misaligned, unappreciated, and stagnant is a choice. Not always a conscious one. But a choice.

The research is unambiguous. Gallup’s decades of workforce data show that engaged employees outperform their disengaged counterparts by over 200%. Satisfaction is not a perk. It is a performance variable. The founder who loves what she does builds differently than the one grinding through resentment.

This is not about a party every day.

It is about alignment. Energy. Contribution that means something. The work that pulls you forward rather than holds you down.

Pain has its place. Growth is uncomfortable. But chronic dissatisfaction is not Iron Man training. It is just suffering with a business card attached.

The best performers in any field are not the ones who endure the most. They are the ones who found the thing that feels like play to them and work to everyone else.

You are allowed to want that.

The plate is already full

Apr 21, 2026

I have sat in enough leadership rooms to know the default move.

Someone misses a deadline. A project stalls. The energy in the team feels off. And almost without thinking, the conversation turns to the individual. Their skills. Their commitment. Their fit.

I have learned to slow that conversation down.

Because more often than not, what I am looking at is not a capability problem. It is a capacity problem. And those are not even close to the same thing.

Here is what I have seen happen repeatedly with the teams I work with. We bring in a new initiative, assign it with genuine enthusiasm, and assume it will simply find its place alongside everything else. We forget that everything else is already real. Already urgent. Already due.

So I started asking a different question in my coaching work. Before we talk about whether someone is up to the task, let us talk about what the task is actually sitting next to.

I ask each team member to map their week. Not their aspirations. Their reality. What is on the plate, and how long will each item honestly take?

The results are almost always the same. We have overestimated what a person can hold and underestimated how long the work takes.

The frustration dissolves almost immediately when people feel seen rather than judged.

Less anxiety. Better outcomes. Not more. Better.

That distinction matters more than most leaders realize.

Give it the right name

Apr 20, 2026

Have you ever noticed that jazz radio DJs all seem to have these low, unhurried, silky voices? And yet flip over to a news channel and everyone sounds breathless and self-important.

Nobody trained them to sound that way. The role called to them. They were already that frequency.

I think about this a lot when I’m working with founders on hiring.

We agonize over candidates. We blame the market. We wonder why nobody good applies. But rarely do we stop and ask the more uncomfortable question: what is our job description actually saying about us?

I had a client recently who spent months frustrated with their search for a Customer Service Representative. Good people kept showing up. Just not the right people. After some digging, we realized they didn’t actually want a customer service person at all. They wanted someone meticulous with data, comfortable with systems, and energized by operational order. A completely different profile.

We changed the title. The right candidates appeared almost immediately.

The description you write is a mirror. It reflects back exactly who you think you need. Get it wrong and you attract the wrong room.

Before you blame the talent pool, revisit the invitation. Sometimes the simplest fix is also the most obvious one.

What is your job description really saying?

Manage the emotions

Apr 19, 2026

We confuse capability with capacity.

When someone misses the mark, we move quickly to judgment. They are not skilled enough. Not driven enough. Not smart enough. The verdict arrives before the investigation.

What we rarely stop to ask is whether the person in front of us was ever given a realistic chance to succeed.

We pile new priorities onto existing ones without mapping what is already there. We launch initiatives, assign ownership, and set expectations without once accounting for the full weight an individual is already carrying.

The result is predictable. Anxiety rises. Output suffers. And we draw our conclusions.

There is a better practice. It requires nothing more than a conversation.

Sit with each team member. Ask what they are carrying. Ask how long each item will realistically take. Not the aspirational estimate. The real one.

When we do this honestly, we inevitably discover we have been asking people to do more than the hours allow.

The fix is not about pushing harder. It is about seeing clearly.

Less frustration. Greater accountability. Far better outcomes. Not by adding more to the plate. But by finally understanding its size.

Two seconds

Apr 18, 2026

We confuse transmission for communication.

We send the message and assume the work is done. The update was shared. The direction was given. The meeting happened. We move on.

But something is missing.

The gap between sending and receiving is where most organizations quietly fall apart. Not in strategy. Not in execution. In the small, unconfirmed space between what was said and what was understood.

We call it communication. Often, it is merely broadcasting.

Acknowledgment changes everything. Not a long response. Not a performance of engagement. Just the signal that says: the message arrived. I am here. I received it.

Two seconds. “Understood.” “Got it.” “Yes.”

That is all it takes to transform a directive into a dialogue.

The most connected teams are not the most sophisticated. They are the ones where acknowledgment flows in both directions. Where the leader confirms, and the team confirms back. Where silence is not mistaken for agreement.

We underestimate this because it seems too simple. Surely, real alignment requires more.

It does not.

The collective that practices acknowledgment creates certainty where others create confusion. They close the loop before it becomes a problem.

Two seconds of confirmation is not a nicety. It is the foundation of a culture that actually moves.

The one who annoys you

Apr 17, 2026

I’ve been in rooms with brilliant leaders who hadn’t been challenged in years.

You can feel it. A certain settled quality to their thinking. Confident in ways that have nothing to do with evidence. Surrounded by people who have learned, often through hard experience, that disagreement is not rewarded.

It worries me every time.

I tell my clients the same thing: find someone who is willing to annoy you. Not a provocateur. Not a critic for sport. Someone who respects you enough to say the thing you don’t want to hear, and cares enough about your growth to say it anyway.

The assumptions we’ve never tested don’t feel like assumptions. They feel like facts.

That’s the danger.

ChatGPT will affirm you. Your board will be polite. Your peers will be kind. None of that is what you need when you’re making decisions that will shape the next three years of your business.

What you need is someone who asks the uncomfortable question. Who pushes back on the strategy everyone else has quietly accepted. Who sees the vulnerability you’ve convinced yourself isn’t there.

If you don’t have that person, ask yourself why.

Because the answer to that question is usually the most important work you have in front of you.

The assumptions you’re willing to test are your path forward. The ones you’re not, those are the ones keeping you exactly where you are.

Wow or why bother

Apr 16, 2026

Nobody forgets the package wrapped with care.

Nobody forgets the report that stopped them mid-sentence. Nobody forgets the dinner that became a story they still tell.

The wow factor isn’t expensive. It’s intentional.

It’s the two extra minutes spent on the presentation. The detail nobody asked for but everyone noticed. The small gesture that turned a transaction into a memory.

Here’s the uncomfortable truth: your customers remember everything. The shortcuts you took. The corners you cut. The moment you decided “good enough” was good enough.

They also remember the opposite.

The leader who hand-wrote a note. The consultant whose deliverable made the client pause and say “this is different.” The team that cared more than they had to.

Wow isn’t a department. It’s a decision. Made daily, in the small moments where effort either shows or it doesn’t.

So the question isn’t whether your customers notice.

They do.

The question is what they’re noticing.

The floor has moved

Apr 15, 2026

We have a habit of treating disruption like weather. We notice it, complain about it, and wait for it to pass.

It doesn’t pass.

When the internet arrived, we watched senior leaders wear their email ignorance like a badge of seniority. The corner office insulation made it easy to mistake detachment for wisdom. Most of those offices had new occupants within a few years.

We are doing it again.

AI isn’t a feature upgrade. It isn’t an IT project. It’s a recalibration of what competent looks like. The organizations that understand this aren’t celebrating early adopters. They’re setting minimums.

The floor has moved. The entry-level expectation has shifted.

We don’t get to decide whether that’s fair. We only get to decide how we respond.

Darwin’s insight wasn’t about the strongest or the smartest surviving. It was about responsiveness. The species, the company, the leader who senses the shift and moves with it. Not because they love disruption, but because they love what they’re building more than they love what they’ve built.

The ones who resist aren’t stubborn. They’re scared, or worse off lazy. And scared is understandable. Lazy is unforgivable.

But scared and stationary is just slow decline with a better excuse.

Who declared victory?

Apr 14, 2026

Imagine a sport with no scoreboard. No defined winner. No agreement on what the game even is.

We’d call that chaos. We’d never watch it. We’d certainly never play hard for it.

Yet we build organizations exactly this way.

We set vague goals and call them aspirational. We establish ambiguous priorities and call them flexible. We leave expectations unspoken and wonder why alignment is so hard.

The absence of a clear definition of success isn’t a leadership style. It’s a gap. And into that gap flows confusion, misaligned effort, and quiet disengagement.

We can’t inspire a team to win a game they don’t understand. We can’t hold people accountable to outcomes that were never declared. We can’t celebrate progress if we don’t know what progress looks like.

The first act of leadership is the hardest one: deciding what winning means. Not approximately. Not eventually. Now, specifically, in writing, in terms anyone could repeat back.

If we can’t state it clearly, we haven’t committed to it. We’ve only committed to the idea of it.

There’s a difference. The team feels it every day.

Change the container

Apr 13, 2026

I’ve watched thriving teams slowly suffocate. Not from lack of talent. From leadership that stopped growing.

The plant metaphor hits me every time. The container limits what’s possible.

The question I ask every founder: are you growing as fast as your business needs you to?

That answer changes everything.

Almost is not enough

Apr 12, 2026

We celebrate participation. We reward effort. We count the hours.

But the scoreboard doesn’t care how long we sat at the desk.

In sport, we recognize almost immediately. The double fault. The goal was scored in the wrong net. The finalist who never got off the start line. We see it, name it, and hold the player accountable.

In the workplace, we squint.

We reframe chronically missed outcomes as “still developing.” We call persistent underperformance a “fit issue” we’ll address later. We tolerate what we would never accept on the field.

And then we wonder why the culture drifts.

The coach who keeps fielding the player who perpetually misses the mark isn’t building loyalty. They’re eroding standards. Every player watching learns what the organization actually values.

We do the same thing in our organizations. We set expectations with clarity. We watch them go unmet. And then we reset the bar a little lower and tell ourselves we’re being supportive.

We’re not being supportive. We’re being conflict-averse.

Almost is a choice. So is tolerating it.

The standard we walk past is the standard we set.

The cost of nothing

Apr 11, 2026

Kindness is free.

That is not entirely true, of course. It costs something. A second. A glance. The decision to notice another human being.

The barista who handed you that coffee this morning. She has been on her feet since 5 am. The doorman who held the door. He is invisible to most people who walk through it. The housekeeper who folded the towel into a perfect triangle so your room felt like a retreat.

You did not ask them to care. They did anyway.

There is a version of you that walks past all of this. The version that says, “It’s their job.” And technically, that is correct.

But correct and kind are not the same thing.

The person sleeping on the corner near your office. You do not know the chapter that brought them there. Neither do I. But the story did not start with laziness or indifference. It rarely does.

Here is what we know. A small gesture lands differently than the giver imagines. What costs you nothing can mean everything to someone else.

So today, choose to notice. A quiet thank you. A tip left without fanfare. A moment of genuine acknowledgment.

Not because it is required. Because it is human.

And that still matters.

Looking to each other

Apr 10, 2026

We used to borrow our moral compass from those with titles.

That era is over.

We are left with something better: each other. The neighbor, the colleague, the person who does the quiet, right thing without applause.

The common person was always the answer. We just forgot to look.

Fitting in is overrated

Apr 9, 2026

The organization doesn’t need another echo.

It needs you. Not the version of you that survived orientation week. Not the one who learned which opinions were safe to share and which ones quietly disappeared. The actual you.

Culture is powerful. It shapes behavior, aligns effort, and creates belonging. But it also flattens. It rewards conformity and quietly penalizes the person who sees things differently.

Groupthink doesn’t announce itself. It arrives slowly, disguised as alignment.

Here is the problem. When every voice sounds the same, the organization loses its early warning system. The dissenter who notices the flaw. The skeptic who asks the uncomfortable question. The outlier who sees the market shift before everyone else.

Homogeneity feels safe. It isn’t.

The leader who surrounds herself with agreement is not building a team. She is building a hall of mirrors.

Integrity is not a personality trait. It is a decision. The decision to remain recognizably yourself inside a system that keeps asking you to be someone else.

The strongest cultures are not the ones where everyone agrees. They are the ones where everyone belongs, and the difference matters.

Fit in less. Contribute more.

Misreading the room

Apr 8, 2026

We label people quickly.

Difficult. Resistant. Aggressive. Withdrawn.

We treat the behavior as the verdict.

But behavior is rarely the root. It is the signal.

What we are almost always watching is fear. Unaddressed, unnamed, unresolved fear.

People do not get out of the way to behave irregularly. Yet, fear does not announce itself. It disguises itself as the very things that frustrate us most about people.

We have all been that person at some point.

The behavior is simply where fear lives when it has nowhere else to go.

We do not transform people by addressing what they do. We transform them by asking what they are carrying.

Accountability needs a definition

Apr 7, 2026

Everyone agrees on accountability. You need it to create action and attain results.

Nobody agrees on what it means.

That’s the problem right there.

The founder says it means results. The manager says it means effort. The team member says it means showing up. Three people. One word. Zero alignment.

Accountability breaks down not because people are unwilling. It breaks down because ownership was never clearly handed over. There’s a difference between being assigned something and truly owning it. The person who owns it loses sleep. They ask questions nobody told them to ask.

Built into accountability is the expectation of clarity. Yet we skip the clarity and jump straight to the consequence.

Three questions that change everything: Does the person feel genuine ownership? Is what they own precisely defined? And has the team agreed on what accountability actually means in practice?

Vague accountability is not accountability. It is wishful thinking with a deadline attached.It’s a recipe for disappointment.

Define the terms first. Then assign the owner.

The inbox that owns us

Apr 6, 2026

We throw away the junk mail without opening it. Glance, sort, trash. It takes seconds. We feel nothing about it.

But the email? That is different. It follows us everywhere.

We carry it in our pocket. We wake to it. We let it interrupt dinners, derail mornings, and fragment our most creative hours. The physical mailbox sat at the end of the driveway. The inbox lives inside our nervous system.

And somehow we convinced ourselves this is just how it works.

It is not.

The most productive leaders we study treat email like a scheduled meeting, not an open door. Twice daily. Fixed windows. Everything else, by definition, can wait. Because it can.

The system matters more than the discipline. Build the filters. Unsubscribe aggressively. Craft the auto-response that signals you are intentional, not unavailable. Batch the replies. Close the tab.

We do not let the postal worker follow us into the boardroom.

The question is why we handed that same power to an algorithm.

La passegiata

Apr 5, 2026

Italians figured out something we forgot.

Every evening, in every piazza, they walk. No agenda. No podcast. No deliverable. Just movement and presence and the occasional gelato.

La passeggiata. The ritual stroll.

We call it inefficient. They call it essential.

The leader who never stops to walk the floor doesn’t see what’s breaking. The executive locked in back-to-back calls doesn’t notice what the culture is quietly becoming. The leader addicted to output misses the signal hiding in the silence.

Productivity culture sold us a lie: that stillness is waste.

The surgeon who pauses before the incision isn’t losing time. The architect who walks the site isn’t procrastinating. They’re gathering the information that spreadsheets cannot hold.

Your most important strategic insight won’t arrive in a meeting. It will arrive when you slow down enough to let it find you.

La passeggiata isn’t a break from the work.

It is the work.

The comfortable illusion of knowing

Apr 4, 2026

I’ve watched it happen more times than I can count. An individual reads a book. A good one. Finds the insight that unlocks something.

And then stops there.

There’s a seductive feeling that comes with the click of understanding. It feels like an arrival. It isn’t. It’s the trailhead.

I’ve seen organizations bring in a methodology, implement the surface layer, and declare transformation. Six months later, they’re dealing with the same problems wearing different names. The finger in the dyke. It holds until it doesn’t, and then the water damage is worse for having waited.

Real understanding is uncomfortable. It means reading every opposing view. Sitting with experts who challenge your assumptions. Going to the corners of a topic, not just the well-lit center. It means acquiring experience that makes the theory real.

It also means slowing down before acting. Not because speed doesn’t matter. It does. But because a decision built on partial understanding tends to create two new problems for every one it solves.

I’m not interested in the quick fix. I’m interested in what lasts. And what lasts is built on the kind of knowledge that takes patience and intellectual honesty to acquire.

One book is a beginning. Treat it like one.

Roots or ruin

Apr 3, 2026

I walked through a small hill town in Umbria recently. Narrow stone streets, a church that has stood since the 12th century, a butcher whose family has occupied the same shop for four generations.

Nobody needed to explain the culture. It was present in every detail.

That’s what history does. It doesn’t just record the past. It shapes behavior in the present without anyone having to issue a memo.

I think about this with organizations constantly.

The founders I work with are often so focused on where they are going that they rarely pause to honor where they came from. The early struggle that forged the culture. The first client who took a chance on them. The principle they refused to compromise, even when it would have been easy to do so.

That origin story is not a nostalgic indulgence. It is orientation.

When the team doesn’t know the history, they can’t feel the values. They can recite them from a poster on the wall, but they can’t feel them. And you can’t act on what you can’t feel.

A Stanford study on organizational memory found that teams with strong narrative histories showed 34% higher cohesion under pressure. They weren’t just recalling facts. They were drawing on identity.

Jim Collins found this in his research for Built to Last. The enduring companies were not just well-run. They were deeply self-aware. They knew what they stood for because they knew what had shaped them.

The Benedictine monks have operated continuously for 1,500 years. So has the Japanese imperial household. Neither survives on rules alone. They survive on story

Preserve the story. Tell it often. Tell it to every new person who joins.

History is not behind you. It is the ground you are standing on.

The agreement nobody signs

Apr 2, 2026

Every relationship has a contract.

Nobody reads it. Nobody signs it. Most people don’t even know it exists.

But it governs everything.

The client who’s quietly furious. The team member who feels let down. The founder who can’t understand why everyone keeps missing the mark. They’re all operating under the same invisible agreement, just with different terms.

Expectations are the contract. And most organizations are in a constant state of breach.

Here’s what’s strange. We spend enormous energy on outcomes. Strategy sessions, KPIs, dashboards, and quarterly reviews. We measure everything except the one thing that determines how people feel about all of it.

Whether what happened matched what they imagined.

Misaligned expectations don’t just create friction. They create stories. The client tells herself she hired the wrong firm. The employee decides leadership doesn’t care. The founder concludes the team lacks commitment.

None of those stories is true. They’re just what fills the gap when expectations go unspoken.

It becomes personal.

The fix isn’t complicated. It’s just uncomfortable.

State the expectation. Out loud. Explicitly. Then ask if you heard the same thing.

The organizations that do this aren’t just better managed. They’re trusted. And trust, once built, compounds faster than any growth strategy ever will.

Sign the contract. Both of you.

Make meetings matter

Apr 1, 2026

The nodding felt like progress.

It wasn’t.

A room full of grunts and consensus is not a meeting. It’s a ritual. A comfortable one. The kind that makes everyone feel productive without anyone actually being productive.

Most organizations believe they run good meetings. They don’t. They run familiar ones.

Here’s the difference. A good meeting ends with fewer open questions than it started with. A familiar meeting ends with a time for the next meeting.

If you want better meetings, stop hoping and start engineering. These ten rules aren’t suggestions. They are the operating system.

The 11 Rules of Great Meetings

No agenda, no meeting. Send it 24 hours in advance.
Every meeting has one owner. One. Not two.
Start on time. Every time. Without apology.
End five minutes early. Use it to confirm decisions and next steps.
One decision or outcome must be named before the meeting ends.
No devices. Presence is the price of admission.
If you don’t need to be there, you aren’t. Come prepared. Attendance is not respected.
Silence is not agreement. Name it.
Every action is named, gets an owner, and has a deadline. Not a team. A person. A date.
The meeting is only as good as what happens after it. Be sure to close the loop.
Rate the meeting. Learn from it.

The best organizations don’t have better ideas in their meetings.

They have better commitments, so they’re leaving.

That’s the whole game.

Quiet has no need to beg

Mar 31, 2026

We live in an era of relentless announcements.

Every launch has a countdown. Every product has a campaign. Every idea needs amplification before it has had time to breathe. We have confused noise with value and reach with resonance.

But something interesting happens when the work is genuinely extraordinary. It gets found.

When McDonald’s opened at the base of the Spanish Steps in Rome, it wasn’t a business decision that went unnoticed. For some locals, it was the breaking point. Not a protest, not a petition. Just a quiet, firm refusal. And from that refusal, the Slow Food movement was born. A cause built not on volume but on conviction.

Ferrari never chased. Jobs never begged. The Noma reservation list filled itself.

We understand this instinctively, yet we keep doubling the marketing budget even as the product struggles to gain traction. We interpret silence as a distribution problem. Rarely do we ask whether it is a quality problem.

Enzo Ferrari said it best. ‘True beauty never needs to yell. It endures.’

There is, of course, a place for the fast and the convenient. The question is simply which game we have chosen to play.

The founder who is building something genuine rarely needs to shout. Those who copy will always chase.

The work speaks. Eventually, loudly. And forever.

What my handwriting tells me

Mar 30, 2026

I used to have decent handwriting. Somewhere between boarding school cursive and my first startup, I lost it.

Honestly, I didn’t notice until someone handed me a pen at a signing, and I was mildly embarrassed by what appeared on the page.

That sent me down a rabbit hole.

Turns out handwriting is not just a motor skill. It’s a record. Indiana University researchers showed that when we write by hand, our brains engage in ways typing simply cannot replicate. Memory. Language. Learning. All lit up simultaneously.

My handwriting had drifted into something efficient but soulless. Optimized for speed. Not for thought.

There’s a graphology argument that your script reveals your psychology. The slant, the pressure, the size. I’m skeptical of the more dramatic claims. But I do think there’s something to the idea that the way we do one small thing reflects the way we do many things.

I’ve started writing more by hand again. Journaling. Client notes. Ideas that need space to breathe before they hit a screen.

It’s slower. I slowed down. It is never about getting everything down. That’s the point. It was about what matters. Digesting thought and intentionally capturing it.

There si he tenmptation to type. Even faster, why not use voice-to-speech? Yet how much means anything?

Here’s what I find quietly fascinating: you can change your handwriting at any age. It takes intention and repetition. Which, now that I think about it, is exactly how character is formed.

Your handwriting became what it is. Does it describe what you hope it does about you?

Sit with it

Mar 29, 2026

We are always thinking. We are rarely with our thinking.

There is a difference.

When the calendar clears, and the urgent noise fades, something unusual happens. The mind does not go quiet. It goes curiously. Strange thoughts surface. An old memory lands next to a new idea. Something absurd appears beside something genuinely useful.

We treat these moments as interruptions. We reach for the phone, the task, the next thing. Anything to fill the space.

But that space is not empty. It is the most honest place we visit all week.

The individuals who achieve well know this. Not because they have more time, but because they have learned to take the thoughts seriously. The strange ones. The ones that feel too raw or too ridiculous to share. Those are often the ones carrying something real.

Mindfulness is not a wellness practice. It is a business practice. It is the discipline of catching the signal before the noise returns.

We are all sitting on a vault. Most of us never look inside.

We’re not busy. We’re distracted

Mar 28, 2026

We tell ourselves we don’t have enough time.

The calendar is full. The inbox never empties. The list grows faster than we work through it.

But time is not scarce. Focus is.

We have built environments that make sustained attention nearly impossible. Tabs stacked on tabs. Notifications engineered to interrupt at the precise moment we reach depth. Digital clutter that mirrors the physical piles we’ve learned to ignore. Vividly colored apps.

We scroll and call it a break. We consume a hundred snippets and wonder why we feel uninformed.

The founder, with no time to think strategically, checks her phone forty times a day. The executive who can’t finish his most important project refreshes his inbox before he starts it.

We are not short of hours. We are hemorrhaging attention.

When was the last time you took a real break and didn’t reach for your phone? Not a scheduled pause. Just stillness. Your mind wandering where it chooses, not where someone else’s algorithm directs it.

There’s something quietly radical about that.

The question worth sitting with isn’t “how do I do more?” It’s “what am I doing that I should simply stop?”

What we protect, we produce. What we scatter, we lose.

We already know what matters most. The harder question is whether we are willing to eliminate what doesn’t.

Scoreboards don’t lie

Mar 27, 2026

We all tell stories.

The team missed the number? There’s a reason. The pipeline shifted. The market moved. The timing was off. The story is always available, always ready, always believable enough.

The problem isn’t the story. The problem is when the story replaces the truth.

That’s what a scoreboard does. It doesn’t care about narratives. It doesn’t accept explanations. It shows one thing: where you actually are.

Green. Yellow. Red.

No spin. No context. Just the facts.

Research on social comparison shows that when people can see how their peers are performing, they change their behavior. Not because someone told them to. Because humans are wired to compare, and comparison creates movement.

The runner goes faster when rivals are in the race. The manager feels urgency when red appears on a shared screen. Not because they are lazy. Because the signal finally arrived.

Organizations spend enormous energy on check-ins, reviews, and retrospectives. Most of them happen too late. The quarter is over. The opportunity to course-correct is gone.

A simple indicator at week four of thirteen is not a management tool. It is a gift. An early signal. A chance to act while there is still time.

The dashboard doesn’t replace the human conversation. It makes the conversation honest.

Here’s the part we often forget: pride is also a signal. The team member who is consistently in the green doesn’t need a bonus to stay there. They just need to be seen.

We build systems that treat people as data points. Then we wonder why performance stalls.

The most powerful metric isn’t the one that proves who’s right. It’s the one that shows up early enough to make a difference.

You are the bottleneck

Mar 26, 2026

The most tenacious founders build something remarkable.

And then they become the ceiling.

Here is a simple question worth sitting with: can you leave your business for three months without it faltering? Three weeks? Three days?

If the honest answer is no, you have not built a business. You have built a job. A very demanding, very personal job that requires a business suit.

The maverick who charged into the market on instinct and sheer will is the same person now standing in every doorway, approving every decision, fielding every fire.

That is not tenacity. That is a trap.

John Warrillow calls it Hub and Spoke. Tim Ferriss called it the four-hour workweek. Matt Gray calls it Founders OS. Different languages, same diagnosis. The business that cannot run without you is not scalable. It is not sellable. It is not free.

Systems are not bureaucracy. Systems are the thing that sets you free.

The founder who builds systems builds leverage. The founder who avoids them builds a prison, brick by brick, with their own hands.

The question is not whether your business needs you today.

The question is whether you are building something that will still be standing when you choose to step back.

The flat pack advantage

Mar 25, 2026

IKEA figured something out that most businesses never do.

The product isn’t the furniture. The product is the system.

By shipping flat, they transferred one task to the buyer: assembly. In exchange, they cut shipping costs, eliminated warehouse bloat, and dropped the price. The customer got a deal. IKEA got scale.

That’s not cost-cutting. That’s redesigning who does what.

Every business has a version of this waiting to be found. The question isn’t “how do we reduce expenses?” The question is ‘which parts of our value chain are we holding onto out of habit rather than necessity?’

The freelancer who insists on handling billing, scheduling, and client intake. The founder who reviews every proposal. The manufacturer who ships assembled when flat would do.

Holding the whole process isn’t always a competitive advantage. Sometimes, letting go of a step is the smartest thing you can do.

What would your flat pack look like?

Design your team

Mar 24, 2026

Most leaders obsess over who is on the team.

Wrong question.

The better question is how the team is built to function. The talent, the dynamics, the moments where standards are either upheld or quietly abandoned.

Consider the high performer. The instinct is to isolate them. Put them in a special program. Protect them from the noise. But that protection becomes a ceiling. Expose them instead to decisions two or three levels above their role. Let them feel the weight of real consequence. Then give them honest feedback tied to real outcomes.

That is how capability grows.

The team dynamic matters more than the leader at the top. A team that only looks upward for answers stops thinking. Encourage them to challenge each other, raise the bar collectively, and hold themselves to standards that actually mean something.

And then there are routines.

We treat them as bureaucracy. Necessary friction. Tolerated nuisance. But a well-designed routine is not friction. It is architecture. Find the handful of moments that carry the most weight. The handoff. The client review. The post-mortem. Design those moments with intention.

Excellence is not a culture initiative.

It is a series of specific, deliberately designed moments.

The leader who understands this stops trying to fix everything and starts designing the few things that matter most.

Kindness that cripples

Mar 23, 2026

You think you’re helping.

You step in, do the thinking, build the spreadsheet, and have the hard conversation they should be having themselves.

You call it support. Leadership. Mentorship.

It isn’t.

What you’re actually doing is telling them, without a single word, that you don’t believe they can do it. That their incompetence is permanent. That your capability is more important than their growth.

The most generous thing a parent ever does is let their child fall and get back up. Not once. Repeatedly. Until getting up becomes instinct.

Business is no different.

The leader who never learns to own a difficult conversation will always need someone to have it for them. The executive who never wrestles with the numbers will always be dependent on someone who did. You’ve made yourself indispensable. Congratulations. You’ve also made them helpless.

Real support has a different shape. It looks like a question instead of an answer. A nudge instead of a rescue. A standard held firmly, rather than quietly lowered.

The hard truth: enabling feels like kindness. It has the warmth of kindness. But it produces the opposite result.

If they never struggle, they never grow. If they never grow, nothing you’ve built together lasts.

Stop rescuing. Start believing in them enough to let them figure it out.

That’s what real investment looks like.

Move over

Mar 22, 2026

The left lane exists for one reason.

To pass.

Not to cruise. Not to camp. Not to prove a point about the speed limit. To move through and get out of the way.

But watch what happens on any highway. The left lane fills with the comfortable, the distracted, the self-righteous. And suddenly, the fastest lane becomes the most dangerous one. Slow traffic in the passing lane does not prevent accidents. It causes them.

The road reflects something real about organizations.

Every team has a left lane. The space reserved for decisions, for momentum, for the people and projects ready to accelerate. And yet, that lane gets clogged.

By committees that admire the problem.

By leaders who confuse deliberation with diligence.

By the well-meaning but slow, who believe that caution is always the safer choice.

It is not.

Slow in the wrong place is not careful. It is a hazard. Speed without context is reckless, yes. But hesitation without purpose is equally dangerous, and far more common.

The founder who cannot decide. The executive who schedules another meeting instead of making the call. The team that endlessly refines rather than ships.

They are all camped in the left lane, and traffic is backing up behind them.

The move is simple. If you are not passing, pull right.

Know when to step aside. Know when to accelerate. Know the difference between caution and paralysis.

The left lane was never meant to be comfortable.

Dress code for the brain

Mar 21, 2026

Steve Jobs wore the same thing every day. Black mock turtleneck. Black pants. Done.

Not because he lacked style. Because he understood something most people miss entirely.

Every decision costs something. Not money. Energy. The kind that compounds quietly until the well runs dry before lunch.

The freelancer spends forty-five minutes deciding what to wear. The executive stares at three nearly identical email subject lines. The founder debates which meeting to take first. None of it matters. All of it drains.

Psychologists call it decision fatigue. Jobs called it freedom.

The research is unambiguous. The more choices we make, the worse we get at making them. Judges grant fewer paroles late in the day. Doctors order more unnecessary tests as their shift wears on. We are not tireless logic machines. We are human.

So where do you start?

Pick one arena and make it automatic. The morning routine. The weekly review cadence. The meeting structure. The wardrobe, if that is where the friction lives. Remove the option. Install the default.

Greg McKeown would say you are not being rigid. You are being essential.

The goal is not fewer choices in life. It is more energy reserved for the choices that actually move the needle, the ones only you can make, the ones your company, your team, and your future are waiting on.

Jobs was not dressing simply.

He was protecting his genius.

The volume drops

Mar 20, 2026

We notice it immediately. The conversation shifts and the volume drops. Voices lower. Eyes move.

It is rarely about an idea.

Gossip is one of those habits we recognize in others long before we see it in ourselves. We make it a sport without realizing we are playing. And in organizations, it becomes the invisible current running beneath every meeting, every hallway exchange, every Slack thread left unread a beat too long.

The organization that tolerates it is not neutral. It is choosing it.

Patrick Lencioni was precise on this point. Trust is not a perk or a culture initiative. It is the foundation. Without it, the team performs in spite of itself, not because of itself. Gossip does not just erode trust between two people. It signals to every observer that no one is fully safe here.

We can change this. Not with a policy. Not with a memo. With a position.

When we state clearly and without drama that we will not participate, something shifts. Not because we shamed anyone. Because we created a visible standard.

Others begin to notice their own behavior. Some recalibrate. A few follow.

It starts with a single decision. Do we enable it, encourage it, or do we choose something different?

What we choose next tells everyone in the room exactly what kind of culture we are building.

Are we getting stupid?

Mar 19, 2026

I have a confession.

I use AI every day. I find it genuinely remarkable. It helps me think faster, research deeper, and draft things I would have spent hours on. I am not anti-AI. Not even close.

But I am starting to worry.

A colleague of mine, Alex Meyer, lives and breathes AI. He teaches it, trains organizations on it, and has been deep in the world of large language models longer than most. He told me recently, almost sheepishly, that he is finding it harder to do focused, deep thinking. And he is watching the same thing happen to his students.

That stopped me cold.

Here is what I think is happening. Every time I let AI do the thinking, I skip the struggle. And the struggle, it turns out, is where the thinking actually happens. The discomfort of not knowing. The effort of working through an idea. The moment when something finally clicks, because you earned it.

When I shortcut that, I get an answer. But I lose the understanding.

Tiago Forte, the author of the piece that sparked this reflection, coined the term “cognitive debt.” The idea landed hard. Every time we outsource our thinking, we borrow against our own mental capacity. The debt accumulates quietly, invisibly, until one day we reach for a thought and find the shelf is bare.

I coach leaders to build extraordinary companies. Strategic thinking is not optional in that work. It is the work. And if the very tool I use to help them think is quietly eroding my own ability to think clearly, that is a problem I cannot ignore.

AI is only as good as the mind directing it.

Use it. Absolutely. But do not let it replace the hard, slow, deeply human work of thinking for yourself. That capacity is not infinite. And once dulled, it does not simply come back.

Protect your mind like the asset it is.

Goals without outcomes

Mar 18, 2026

We confuse completing things with accomplishing things.

At the end of every quarter, we review the list. Items checked. Meetings held. Initiatives launched. And we call it a win, even when the needle hasn’t moved.

The problem isn’t effort. We’re very good at effort.

The problem is that we set goals to feel productive rather than to produce something.

A goal worth keeping answers one question before the quarter begins: How will we know it worked? Not whether it got done. Whether it mattered.

The most dangerous quarterly plan is the one that keeps everyone busy. It provides cover. It generates reports. It fills the operating cadence with activity that resembles progress.

Real progress is measurable, specific, and uncomfortable to commit to because it can fail.

We add more priorities to avoid making hard choices. We write goals in the passive voice to avoid accountability. We set targets we know we’ll hit so we can call ourselves successful.

The leaders who scale don’t set more goals. They set fewer, and they define what winning looks like before the work begins.

Clarity of outcome isn’t an administrative detail. It’s the strategy.

Whose approval anyway?

Mar 17, 2026

The product roadmap meeting runs three hours.

The founder presents the features. The team debates the specs. Everyone has opinions about what the customer needs.

The customer isn’t in the room.

Research from Bain & Company found that 80% of companies believe they deliver superior customer experience. Only 8% of their customers agree.

That gap isn’t incompetence. It’s insularity.

Organizations fall in love with their craft. The engineering. The process. The elegance of how they build things. And somewhere between the first prototype and the fifth iteration, the customer becomes a recipient rather than a partner.

Peter Drucker said the purpose of a business is to create a customer. Not satisfy one. Create one. That means understanding what they value before deciding what to build.

The best product isn’t the one your team is most proud of.

It’s the one the customer can’t imagine living without.

The game we never stop playing

Mar 16, 2026

“The speed of the leader is the speed of the pack.” — Ralph Waldo Emerson

Kids don’t read the memo. They watch.

The founder who cuts corners teaches her team that corners exist to be cut. The executive who dismisses questions trains his people to stop asking them. The manager who protects her team builds people who protect theirs.

Culture isn’t the poster on the wall. It’s the behavior at the top of the org chart.

Follow the leader isn’t just a game. It’s a gravitational force. Every organization bends toward the example set by those at the helm. Not the stated values. Not the off-site agenda. The actual, daily, visible behavior of the people who hold the power.

Here’s the uncomfortable truth. Leaders rarely see themselves being watched. But they always are.

Integrity without an audience is still integrity. That’s the point. The team notices the small moments more than the grand gestures. A lack of discipline in meetings becomes the fabric at play each day. How the leader handles a bad quarter. How do they treat the person who disagrees? Whether their private behavior matches their public speech.

The good news is that this works in both directions.

Lead with honesty and watch honesty spread. Demonstrate accountability, and accountability becomes expected. Build trust, and trust becomes the organization’s default.

What are you modelling today that your team will practice tomorrow?

Too much, too fast

Mar 15, 2026

I think about this often. We are living in the most extraordinary information age in human history, and I am not sure we have fully reckoned with what that means.

The access is stunning. In 2012 alone, IBM estimated that 2.5 exabytes of new data were generated every day, a number so large that it is essentially meaningless until you feel it. That was 2012. I feel it every morning when I open my phone.

Here is what quietly concerns me.

We have confused access with understanding. Speed with wisdom. We search a topic, receive a crisp, confident-sounding answer, and something in our brain says, “I’ve got this.” We haven’t. Not really.

You can find detailed instructions online for performing minor surgery. That is not a metaphor. The information is there, step by step. But would you? Of course not. Because you know the difference between information and competence.

Except, and this is the honest part, we don’t always apply that same discipline to our businesses, our strategies, our leadership decisions.

T.S. Eliot wrote, “Where is the wisdom we have lost in knowledge?” He wrote that before the internet existed.

Researchers confirm that information overload leads to poor decision-making and cognitive pressure. precisely because it creates the illusion that we are more prepared than we are.

We should remind ourselves that reading about a thing and doing a thing are entirely different skills. The map is not the territory. The article is not the experience.

Slow down long enough to know what you actually know.

That pause – quiet, inconvenient, essential – is where real judgment gets made.

The map you keep ignoring

Mar 14, 2026

Every leader has guiding principles. Most just can’t name them.

That is the problem.

Warren Buffett built Berkshire Hathaway on a single unwavering principle: invest in businesses with durable competitive advantages, then do nothing. Not clever tactics. Not market timing. A principle. It shaped every decision, eliminated a thousand distractions, and compounded into something extraordinary.

Principles are not mission statements gathering dust on a wall. They are decision filters. They tell the founder what to say yes to, and more importantly, what to say no to, before the room gets loud and the pressure gets high.

Jim Collins would call this the “stop doing” list. Greg McKeown would call it essentialism. Whatever you call it, the effect is the same: clarity creates velocity.

“The unexamined life is not worth living.” — Socrates

The leader who cannot articulate their principles is steering by feel. Sometimes they get lucky. More often, they recreate the same costly problems in new zip codes.

Principles do not limit you. They liberate you from the noise of infinite options.

What is yours?

Quiet luxuries

Mar 13, 2026

The dawn walk costs nothing.

The pot of tea steeps in silence. The call to a friend, unplanned, unscheduled, simply made.

No subscription required. No algorithm needed.

Life’s richest moments arrive without announcement. Yet somehow, the freelancer chases the next deal. The founder optimizes the next quarter. The executive fills every quiet space with noise.

We mistake complexity for value.

Find your simple indulgence. Protect it fiercely. Make it yours.

That is enough.

Unchecked appetite

Mar 12, 2026

I see it constantly. The founder who built something remarkable, something that actually worked, and then quietly dismantled it by adding more.

More products. More initiatives. More complexity dressed up as strategy.

There is a particular kind of suffering that arrives precisely when things start going well. Success creates appetite. And appetite, unchecked, becomes the very thing that erodes the foundation.

Apple nearly collapsed under the weight of its own product sprawl. Then Jobs came back, slashed the lineup to four products, and built one of the most valuable companies in history. Not by adding. By removing.

McDonald’s still sells essentially the same core menu it always has. The franchise that conquered the world did it with radical simplicity, not relentless innovation.

I have sat across from leaders who are brilliant, capable, and genuinely talented. And I have watched them chase every bright idea, every market trend, every competitor’s move. The original thing, the thing that made customers loyal and margins healthy, slowly gets starved of attention.

What made you great rarely needs more complexity layered on top of it. It usually needs protection.

There is a version of patience that is not passive. It is disciplined. It is the choice to consolidate, to master, to fortify what is working before reaching for the next thing.

The best moves I have seen leaders make were not additions. They were subtractions.

What are you still holding onto that should be cut?

And more importantly, what essential thing are you neglecting because something shiny arrived?

One size fits none

Mar 11, 2026

McDonald’s built an empire on consistency. Same Big Mac. Same Coke. Same experience in Tokyo as Topeka.

And even then, you add condiments. You order diet. You ask for no pickles.

So why do service firms still sell one-size solutions?

A 2021 Harvard Business Review study found that clients who felt their advisors genuinely understood their specific context were four times more likely to expand the relationship. Four times. Not incrementally more loyal. Transformatively more loyal.

The consultant who walks in with a pre-packaged methodology isn’t selling expertise. They’re selling confidence. The comfort of a familiar box.

The client feels it. They may not say it. But they feel it.

Here’s the paradox. The firms that invest most heavily in their ‘proven process’ are often the ones with the highest churn. Because the process became the product. And the client was never really in it.

Meeting clients where they are isn’t a soft skill. It’s a competitive advantage hiding in plain sight.

The best advisors listen before they prescribe. They resist the pull of the familiar framework. They ask the harder question: what does this specific organization, this specific leader, this specific moment actually need?

That’s not inefficient. That’s the work.

“The most common source of mistakes in management decisions is the emphasis on finding the right answer rather than the right question.” Peter Drucker

The consenting assassin

Mar 10, 2026

They nodded. They signed the charter. They shook your hand.

And then they went back to their desk and did nothing.

The consenting assassin is not a villain in a movie. There is no dramatic monologue. No obvious betrayal. Just a quiet, deliberate withholding of effort, enthusiasm, and belief.

They want the project to fail. Not loudly. Loudly would be honest.

The most dangerous person in your organization is not the critic. Critics are gifts. They tell you what they think. The assassin tells you what you want to hear, then recruits quietly for the resistance.

Here is the hard truth: we often gave them that power. We promoted tenure over courage. We rewarded compliance over candor. We built cultures where dissent was dangerous, so dissent went underground.

The fix is not to find them and remove them. That is too late.

The fix is to build organizations where honesty is safer than silence. Where “I don’t believe in this” is a welcome contribution, not a career risk.

The assassin thrives in the gap between what people say and what people mean.

Close the gap.

The alignment trap

Mar 9, 2026

Everyone optimizes for fit.

Same frameworks. Same metrics. Same consultants. Same strategies dressed in slightly different fonts.

The founder studies what the market leader does. Then copies it. The executive benchmarks the competitor. Then mirrors it.

Alignment feels safe. It removes the discomfort of being wrong alone.

Here is the problem. When everyone converges, the one who diverges becomes impossible to ignore.

The market does not reward sameness. It rewards contrast.

Fitting in is a strategy. But it is the strategy of shrinking. Of becoming a slightly cheaper version of someone else’s idea.

The question is not “what is everyone doing?” The better question is “what is everyone afraid to do?”

That gap. That ignored space. That is where value lives.

Standing out is not recklessness. It is the most disciplined strategic choice a founder can make.

Taste is the filter

Mar 8, 2026

You take your tea a certain way.

Rolling boil. Three sugars. Oat milk. Strong enough to stand a spoon in. Or maybe none of those things. Maybe just hot water and a bag, steeped exactly two minutes.

It’s yours. Non-negotiable.

Someone else finds it undrinkable. Someone else thinks it’s perfect. Both are right.

Your craft works the same way.

The product you make, the service you offer, the way you show up. Some people will find it exactly what they needed. They’ll become your tribe. They’ll tell others.

Others won’t get it. They’ll move on. So will you.

The mistake is believing the critics represent everyone. Or that universal approval is even the goal.

Niche is not a weakness. It’s precision.

Make something remarkable for the people who want exactly that. Let the rest drink their tea elsewhere.

When it all falls apart

Mar 7, 2026

Everything you built. Years of it.

And then, overnight, the ground shifts. The work feels wasted. The belief you carried, quietly and carefully, gets undermined by circumstance or someone else’s indifference.

It would be easy to stop.

You could. No one would blame you. The exit is right there, and it is well-lit.

But here is the thing about passion. It does not negotiate. It does not survive being traded away for comfort. The moment you surrender it, something essential goes with it.

So who are you, without it?

Not the version others expect. Not the one shaped by disappointment or approval. The one underneath all of that.

Keep true to that person.

That is not sentiment. It is a strategy.

Negotiated targets

Mar 6, 2026

“All or nothing” sounds bold.

But watch what happens when the target gets set. The founder says 40. The team hears 40, thinks 28, commits to 32.

Nobody lied. Everyone discounted.

That’s not all or nothing. That’s math dressed up as ambition.

Values don’t obey

Mar 5, 2026

You can post them on the wall.

You can print them on the coffee mugs, stitch them into the onboarding deck, and recite them at the all-hands meeting.

And then watch them do nothing.

Values don’t work like policies. You cannot install them. You cannot enforce them into existence. Ask any parent who ever commanded a teenager to “be honest” and got exactly the opposite.

The consulting firm that announces “integrity” as a core value while billing phantom hours. The tech startup has “customer first” on its homepage and a support queue that stretches into the next quarter. The leadership team that proclaims “we value our people” the morning before layoffs hit with zero notice.

Nobody chooses hypocrisy intentionally. They choose convenience. And convenience wins, every time, unless something deeper is already there.

Here is the thing about values. The real ones don’t get announced. They get revealed.

They show up at 11 pm, even though the shortcut is right there. They show up when the client won’t notice. They show up when the team is watching and nobody is watching at the same time.

Jim Collins called it the “brutally honest” mirror. What does the organization actually do when it costs something to do the right thing? That answer is the real values document.

The founder who wants a values-driven culture has one job. Not communication. Not posters. Not off-site workshops with sticky notes.

Build an environment where the right behavior is simply what people like us do around here.

When that clicks, values stop being aspirational. They become inevitable.

The gap between stated values and lived values is not a communication problem. It is a courage problem.

More than a month

Mar 4, 2026

March arrives, and the panels get booked.

The social posts get scheduled. The spotlights get turned on. Women get celebrated, applauded, and profiled in the newsletter.

Then April comes.

Here is the uncomfortable question: what changed? Not in the post. In the org chart. In the room where the promotions were decided. In the meeting where someone spoke and nobody wrote it down.

Celebration without structural change is decoration.

The founder who hosts the International Women’s Day (IWD) panel, yet has only three women in 40 leadership roles, is not elevating anyone. The executive who quotes a line about women in leadership but interrupts the only woman in the room is not an ally. He is performing.

Real elevation is not a March initiative. It is a hiring decision. A compensation review. A sponsorship, not just a mentorship. It is the willingness to step back so someone else can step forward.

The question is not whether your organization celebrates women.

The question is whether it advances them when nobody is watching.

You are not the weather

Mar 2, 2026

The weather fluctuates. Always has. We dress for it, plan around it, and rarely complain that winter arrived.

Yet somehow, we hold ourselves to a different standard. Same energy. Same mood. Every single day.

That is not resilience. That is denial.

We have seasons too. Honour them. Adjust accordingly.

The forecast will change. So will you.

Pack your bags

Mar 1, 2026

We plan vacations obsessively. Itineraries, reservations, who’s coming, when to leave.

We treat projects like chores.

Same energy. Same stakes. Often bigger consequences.

The founder who maps a project like a trip, knowing the destination, the milestones, who’s on the bus, arrives. The one who wings it wonders why they’re lost.

Adventure requires a plan. Otherwise, it’s just wandering.

People are good

Feb 28, 2026

I was listening to Depeche Mode the other day. “People Are Good.” And it stopped me.

Not because it surprised me. But because it reminded me of something I genuinely believe and sometimes forget to say out loud.

People are good.

Not always in a tidy or obvious way. Sometimes the difficult person, the one who seems checked out or combative, is carrying something heavy they have never had the space to put down. That does not mean we accept harmful behavior. But it does mean we stay curious before we conclude.

As leaders, we have a choice every single day. We can criticize, label, and move on. It is fast and it feels decisive. Or we can invest. Patiently. Deliberately. One conversation at a time.

I have seen it work. When you take the 1:1 seriously, not as a task list or a status update but as a genuine investment in the human in front of you, things change. Slowly. Then noticeably.

That is the work. Not heroic. Not headline-worthy. Just consistent, kind, and deeply impactful.

People are good. I believe that. The question I keep asking myself is whether I lead in a way that proves it.

The frame changes everything

Feb 27, 2026

We measure results before we understand the situation we are measuring them in.

A million dollars in new revenue. We celebrate or dismiss it before we ask the only question that matters: compared to what?

For the business doing $300,000, that number is a revolution. It is proof of concept, new capacity, a different future. For the organization at $2 billion, it is noise. Neither response is wrong. Both are incomplete without the frame around them.

We do this with people, too.

The colleague who misses a deadline is treated the same whether that deadline was soft or sacred. We apply the same weight to the two-week slip on a quarterly report and to the one-day miss that cost us our most important client. The behavior looks the same. The consequences are not remotely similar.

And yet we judge as though context were a detail rather than the whole story.

The founder who rushed to assess without first asking “what kind of problem is this?” is the same founder who applies a $300 million solution to a $3 million moment. Or worse, a $3 million response to something that needed a fundamentally different answer.

Context is not the preamble to the decision. It is the decision.

We would do far less damage and create far more value if we paused long enough to understand what we are actually looking at before we decided what it means.

Swim across the lake

Feb 26, 2026

I have been there. Clinging to the edge of the pool, telling myself I was swimming.

Learning a new language is humbling in ways I did not fully anticipate. The anxiety is real. The frustration is real. The quiet voice that whispers, “You are not good enough at this,” is relentless. I applied everything I knew, all my comfortable frameworks, and they got me precisely nowhere.

Then I came across Jhumpa Lahiri’s extraordinary memoir, In Other Words. A Bangladeshi woman, raised in New York, who one day chose to fully immerse herself in Italian. Not study it. Not dabble. Immerse.

She describes the lake metaphor vividly. Clinging to the shoreline feels safe. You are technically in the water. But the real experience, the growth, the transformation, only comes when you push off and swim toward the other side.

What struck me most was not her fluency. It was her identity shift. Her recent books are not translated from English. They are conceived, felt, and written in Italian. New neural pathways. A different rhythm. A different her.

That is not language acquisition. That is reinvention.

I think about this often with the founders and leaders I work with. So many of us are clinging to the edges of a familiar lake. Using the same strategies that once worked. Applying known frameworks to genuinely new problems. Staying close enough to shore to feel productive, yet never quite crossing to the other side.

Growth rarely lives on the edge where it is comfortable.

The question I sit with, and that I invite you to sit with, is this: where are you hugging the shoreline? And what would it actually cost you to let go?

Someone else’s renovation

Feb 25, 2026

We build something from nothing, and then someone arrives with a clipboard and a better idea. That idea becomes the playbook for the renovation.

Private equity is not in the business of rescuing founders. It is in the business of extracting value that was always there, waiting for a different owner to see it.

That distinction matters more than most founders realize until it is too late.

The Bar Rescue narrative is seductive. The troubled bar, the expert, the transformation, the tearful owner grateful for the intervention. It makes for good television. It makes for poor due diligence.

What we rarely see is the episode that airs six months later.

When PE enters a mid-market business, the playbook is consistent. Compress costs. Install reporting. Professionalize the management layer. Reposition for multiple expansion. Exit in three to five years. The founder who understood this going in is positioned. The founder who believed in the partnership story is not.

We are not cynics about capital. Capital accelerates. Capital enables. Capital, in the right structure, is transformative.

But capital also has a mandate. And the mandate is often not aligned with the founder’s next twenty years.

The question we should ask before signing is not “what will they do for us?”

The question is “what happens to us when they are done?”

The room you can’t buy back

Feb 24, 2026

Trust has a funny shelf life.

It doesn’t expire on a set date. It erodes. Quietly. In the hallways, in the huddles, in the silence after a bad decision.

Football managers call it “losing the dressing room.” The moment when the team stops believing. Not necessarily in the strategy, but in the person delivering it.

This is the brutal truth: it rarely starts with one catastrophic failure. It starts with a pattern. Inflexibility. Tone-deafness. A refusal to listen when the feedback is uncomfortable.

The founder who doubles down on a strategy the team no longer believes in. The executive who mistakes compliance for commitment. The leader who calls it culture but really means control.

Winning masks everything. Momentum is a powerful narcotic. But when results turn, every crack becomes a canyon.

Gerard Houllier won a treble at Liverpool. But his players initially pushed back hard on his rigid discipline. What saved him wasn’t authority. It was adaptability. He listened. Results followed. Trust was rebuilt.

The lesson isn’t about football.

It’s about the moment you sense your team has checked out. The questions aren’t about the work anymore. They’re about you.

That’s the moment. Most leaders miss it. Or worse, they ignore it.

You can’t buy back a room you’ve already lost. But you can avoid losing it in the first place. Lead with curiosity.

Earn the room every day.

Deep enough to disappear

Feb 23, 2026

We celebrate the specialist. We admire the expert who has gone so deep into their craft that nobody else can touch them.

And then we watch them vanish.

Not because they were wrong to go deep. Going deep is almost always the right move. Research by Bain & Company consistently shows that focused companies outgrow diversified competitors by a factor of 2 or more over 10-year periods. Depth creates moats.

But a moat requires water.

The specialist who stops observing the world outside their lane eventually discovers that the lane has moved. The market didn’t abandon them. They abandoned the market.

Roger Martin talks about “where to play and how to win.” Most founders answer the first part brilliantly. They find their field, narrow relentlessly, and become the undeniable choice in that space.

The second part is harder. Winning requires knowing when the rules of the game have changed.

The one-trick pony is not the problem. The pony who refuses to notice the rodeo changed venues is.

Going deep is the strategy. Staying curious is the survival plan. The two are not opposites. The best operators in any market have learned to do both simultaneously, building extraordinary competence while remaining genuinely interested in what is shifting around them.

We don’t need more range. We need more depth with open eyes.

The cost of praise

Feb 22, 2026

You catch yourself doing it. A team member delivers something genuinely great, and you pause, analyze, then find the one thing to improve.

The praise sits right there. You just don’t say it.

You think it’s about control. Criticism keeps you in charge. Praise surrenders something.

That’s worth sitting with.

The real bill comes later

Feb 21, 2026

As leaders, we make mistakes. Costly ones. Wrong hires, poor timing, misread markets.

Most of them recovered.

What I rarely see people recover from quickly is defensiveness. Not because it is dramatic or catastrophic in the moment, but because it is invisible. It masquerades as conviction.

Here is what I have noticed: when someone challenges an idea, the defensive leader does not actually hear the challenge. They hear a verdict. And the moment it becomes a verdict, the conversation is over. What follows is a performance of listening, not the real thing.

I have been there. I know the feeling. Your idea is your identity. Someone pokes at it and something primal fires up. You explain. You justify. You hold the line.

It feels like strength.

It is not. It’s really bravado masquerading.

The mistake itself rarely breaks anything. A wrong turn, a flawed assumption, a missed signal. These are recoverable. What defensiveness does is seal the mistake in place. It prevents the very correction that would have cost almost nothing.

I sat with a founder recently who had received the same feedback from three different advisors, across six months. He dismissed each one. Explained why they did not understand his market. By the time he arrived at the obvious conclusion on his own, it had cost him a year of runway and a key team member.

The feedback was free. The defensiveness was not.

The thing is, not everything is personal. I know it feels that way. Your work, your vision, your company. It is woven into who you are. But business feedback is rarely about you as a human being. The conflation of those two things is where the real cost hides. When you choose not to see it that way, yes, you have made it personal by choice.

The most effective leaders I coach have learned a disarmingly simple skill: they listen to understand, not to respond. They sit with discomfort long enough to ask one question before defending. “What if they are right?”

That question is not a weakness. It is leverage.

The mistake is rarely expensive.

What you do right after someone points it out, that is where the bill arrives.

Everything is on fire

Feb 20, 2026

The founder who attacks every problem simultaneously solves none of them.

It feels productive. The whiteboard fills up. The team is “aligned.” Thirty priorities get color-coded. Everyone leaves the meeting exhausted and motivated.

Then nothing moves.

Scaling stalls not because the team lacks urgency. It stalls because urgency without focus is just noise with better lighting.

The instinct to attack everything comes from a real place. Fear, mostly. If we fix everything, nothing can hurt us. If we leave something untouched, it might be the thing that kills us.

But the founder who is afraid of the one constraint holding growth back will never name it. Naming it means owning it. Owning it means doing the hard work of actually solving it.

One constraint. One quarter. One honest conversation about what actually matters.

The rest of the whiteboard will still be there. Most of it will solve itself once the real bottleneck breaks open.

The question is never “what needs fixing?” The question is “what, if fixed, makes everything else easier?”

That answer is almost always singular.

The promise problem

Feb 19, 2026

I have sat across from some genuinely talented leaders, and I keep seeing the same thing.

Brilliant strategy. Capable people. And then somewhere between the planning session and the finish line, things quietly slip. Deadlines drift. Commitments blur. The leader is frustrated, the team is confused, and everyone secretly knows that nothing will happen if they miss the mark again.

Accountability is the word everyone uses and almost no one defines.

Here is what I have come to believe, after years of working with founders and their teams: accountability is not a value you post on the wall. It is a practice that requires infrastructure.

It starts with clarity. Not a vague directive but a named commitment. Who. What. By when. Gallup’s research on employee engagement shows that when individuals understand exactly what is expected of them, productivity rises significantly. It sounds obvious. It rarely happens.

It also requires consequence, not punishment. The healthy version looks like this: you said you would, you did not, we talk about it directly and without drama, and we decide what happens next. That is it. No theater. No grudges. Just honest conversation.

What breaks it down? Leaders who swoop in and fix things rather than holding the space for someone to own the outcome. Ambiguous agreements that give people an easy exit. Cultures where missing a commitment is quietly tolerated and privately resented.

I coach my clients to ask one question in every team rhythm: did you do what you said you would do?

Not to embarrass. Not to police. But because the answer to that question, over time, reveals everything about a culture.

The teams that can say yes consistently? They are extraordinary to be part of. And they are built, deliberately, by leaders who decided that a kept promise matters.

It does.

I can see clearly now

Feb 17, 2026

Johnny Nash knew something we forget every Monday morning.

Clarity changes everything.

I’ve been thinking about this lately, watching clients struggle not because they don’t know what to do, but because they can’t see where they’re going. They have quarterly goals. They have weekly tasks. But somewhere between the two, the connection vanishes like morning fog.

Last week, I drove past a town square where they’re raising funds for a new clock tower. There’s a thermometer posted right on Main Street showing the progress. Every time I pass, I can see we’ve moved from $127,000 to $134,000 to $141,000. It’s oddly compelling. I find myself rooting for that clock tower, and I don’t even live in that town.

That’s what visibility does.

We measure everything in business. Close rates, cycle times, customer acquisition costs. But here’s the question that keeps me up: Can your team see whether Monday’s efforts moved Thursday’s numbers? Not in a spreadsheet buried three clicks deep. Not in a report generated on Friday afternoon. Right now. Today. This moment.

Some of my clients use dashboards. Others have actual thermometers on the wall tracking the main measures. A few use visual scorecards in their daily huddles. The method matters less than the principle: If it’s important, make it impossible to ignore.

Because here’s what I’ve learned working with mid-market founders scaling their companies: Growth doesn’t happen in quarterly reviews. It happens in the accumulation of visible progress, day after day, where every person can draw a straight line from what they did this morning to what changed this afternoon.

When that connection disappears, even the most talented teams drift. Not because they lack commitment. Because they lack sight.

So the question isn’t whether you’re measuring. You are. The question is whether what matters most is front and center, visible enough to pull you back on course before you’ve wandered too far off track.

Just like that clock tower fund. Just like Johnny Nash promised.

Clarity isn’t everything. But it might be the thing that makes everything else possible.

Expensive paperweights

Feb 16, 2026

I’ve seen the glossy-bound strategic plans. Some cost nearly a million dollars to produce. Beautiful documents. Thorough research. Careful analysis. Endless acknowledgments of those who labored over every page.

Perfect paperweights.

They sit on shelves. Unopened after the first week. Gathering dust while the world they were meant to navigate keeps changing around them.

That was then. Those plans served a purpose in slower times when markets moved at a pace that allowed for quarterly reviews and annual revisions. But were they practical? Ask the teams who built them. Ask the leaders who commissioned them.

Planning today demands flexibility. The world doesn’t wait for your 200-page strategy document to be finalized, approved, and distributed. By the time it’s bound, the assumptions have shifted.

Jim Collins taught us to preserve the core and stimulate progress. Scaling Up showed us the power of one-page strategic plans that everyone can see, understand, and execute. These aren’t about less rigor. They’re about more clarity.

The real question isn’t whether you have a plan. It’s whether your plan lives.

Living plans breathe. They adapt. They’re visible on walls, referenced in weekly meetings, adjusted quarterly. They’re tools, not trophies. Everyone knows the critical numbers, the priority initiatives, the core values that won’t bend.

Dead plans? They might make you feel accomplished. But they won’t make you successful.

The gap between planning and doing is where most strategies die. You can have the most brilliant insights captured in those glossy pages. But if they don’t translate into Monday morning decisions, into who you hire, into which opportunities you decline, they’re just expensive wishes.

So here’s the test: Can your newest team member explain your strategy? Can your leadership team recite your top three priorities without checking their notes? Do your decisions this week align with your stated direction?

If not, you don’t have a planning problem. You have an execution problem.

And no amount of beautiful documentation will fix that.

Love equals longevity

Feb 15, 2026

We measure life in years, but we live it in moments.

The remarkable thing about doing what we love is not just that it makes us happier. It fundamentally alters our relationship with time.

When we do work that matters to us, when we pursue what lights us up, time behaves differently. Minutes expand. Days feel full rather than empty. We are more present because presence is no longer a chore but a choice we make willingly.

The science backs this up. People who find purpose in their work and align their days with their values genuinely live longer. But here is what the studies miss: they live better first.

Life’s too short not to do what we love. This is not indulgence. It is recognition that we have one chance to build something meaningful with the time we have been given.

So the question is not whether you can afford to pursue what you love. The question is whether you can afford not to.

Every day we choose otherwise is a day we trade vitality for safety, passion for comfort, aliveness for mere existence.

Do what you love. Not someday. Not when conditions are perfect. Now.

Your longevity depends on it. Your life certainly does.

Chasing ghosts

Feb 14, 2026

AI. Yes, you cannot avoid it. It is truly ubiquitous, and it is here to stay. And like the gold rush, on the internet, there are those who want to sell us fool’s gold.

The noise is deafening. Every consultant, every platform, every software vendor promises transformation. AI will revolutionize your business, they claim. AI will replace your team. AI will solve problems you didn’t know you had.

Here is the truth: most of us are using AI as nothing more than a glorified search engine. We ask it questions. It gives us answers. We copy and paste. We feel productive. But are we?

The real opportunity is not in replacing Google. It is in augmenting how we think, how we create, and how we solve problems. AI is a thinking partner, not a replacement for thinking.

So where do you start? Not with the hype. Not with the expensive enterprise solutions. Start small. Start real.

Begin here:

Pick one repetitive task you do weekly. Draft that same email template. Summarize meeting notes. Research a topic before a client call. Ask AI to help you with that one thing. Watch what happens. Learn from it. Adjust it.

Then, use AI to challenge your thinking. When you have a problem, describe it fully. Ask AI to identify assumptions you are making. Ask it to suggest three different approaches you had not considered. Use it as a sparring partner, not an oracle.

Next, experiment with creation. Write a first draft of anything and have AI help you refine it. Not rewrite it. Refine it. Your voice, your ideas, better articulated. Or ask it to generate options for something you are stuck on. A name. A headline. A framework. Then you choose.

The pattern emerges: Start with something real. Learn what works. Build from there.

What you will discover is that AI is most powerful when it extends your capabilities, not when it replaces your judgment. The insights come from you. The context comes from you. The decisions remain yours.

By all accounts, whatever you choose, just do something.

Stop waiting for the perfect use case. Stop attending another webinar about AI transformation. Stop chasing the ghost of what AI might be someday.

Start using it today for a small, real-world task. Learn by doing. The sophistication will come. The mastery will develop. But only if you begin.

The gold rush is real. The opportunity is genuine. The prospectors who win are not the ones with the fanciest equipment. They are the ones who actually start digging.

Setting the stage

Feb 13, 2026

We prepare the room before the meeting. Polish the deck before the pitch. Rehearse before the performance.

Yet we skip the stage-setting with ourselves.

The internal work that creates the conditions for what comes next.

What if the preparation that matters most happens in the space between our ears?

The weight of more

Feb 12, 2026

The gym down the street just added a hydromassage chair. And a smoothie bar. And something called a “recovery zone” with infrared saunas.

I watched them install it all through the window while walking past outside.

They are trying to solve a problem that does not exist. The problem is not that people need more equipment. The problem is they need to show up and do the work. The barbells were enough. The floor was enough. Bodyweight has always been enough.

But we confuse accumulation with progress.

Walk through your organization. Count the tools, the platforms, the dashboards, the frameworks, the apps. Each one was purchased with good intentions. Each one was supposed to make things easier, clearer, faster.

Now count how many you actually use. How many sit dormant, forgotten in the corner like that ab roller in the closet?

Before you add the next thing, ask yourself three questions:

Will this replace something we already have?
Will we commit to mastering it fully?
Can we accomplish the same goal with what we already own?

Then subtract. Start removing what you do not use, what does not serve you, what complicates rather than clarifies.

Simple does the job. Simple shows up. Simple gets it done.

Stuff just sits there, collecting dust, making promises it cannot keep.

The loneliest chair

Feb 11, 2026

The corner office comes with a view. It also comes with silence.

Ask any CEO about the hardest part of their role, and many will tell you the same thing: it’s lonely up here. Not lonely in the sense of being alone, but lonely in the way that matters. No one to truly confide in. No one who understands both the weight and the wonder of leading an organization.

Open up too much, and some will see weakness. Hold back, and you’re labeled distant. It’s a bind that keeps most leaders isolated in their own heads, solving problems they were never meant to solve alone.

Here’s what most miss: loneliness isn’t a requirement of leadership. It’s a choice we’ve mistaken for a job description.

Two paths exist out of this isolation, and both require something most leaders resist: letting someone else in.

The first is a coach. Not a consultant with a deck. Not an advisor with an agenda. Someone whose entire purpose is your growth. Someone who can hold your vulnerability without weaponizing it, challenge your thinking without judging it, and celebrate your wins without needing credit for them. It’s a relationship built on trust, and trust changes everything.

The second is a tribe of peers. Other leaders are wrestling with the same impossible questions you face at 2 am. People who have felt the weight of payroll during a cash crunch, the sting of losing a key employee, and the exhilaration of a breakthrough everyone said was impossible. Not competitors. Not audiences. Equals who understand because they’ve lived it.

Neither path is about fixing you. Both are about ending the isolation that makes everything harder than it needs to be.

Leadership doesn’t require loneliness. It requires courage to admit we’re better together than apart.

What if the strongest thing you could do isn’t carrying it all yourself? What if it’s choosing not to?

I work with mid-market founders scaling their organizations, and I’ve seen what happens when leaders stop trying to do it alone. In the second quarter of 2026, I’m opening opportunities for both one-on-one coaching and a carefully curated peer cohort.

Not because I have all the answers. But I’ve seen what happens when leaders get the right questions from the right people at the right time.

If this resonates, reach out. Not to commit to anything. Just to explore what it might look like to lead without the weight of isolation. sayhi@unthink.com

Choose your hard

Feb 10, 2026

Hard choices exist for a reason. They’re not simple. But inevitably, the hard decisions matter most.

Choose your hard. Make the tough decisions now or risk the perils of the decision not made.

We all do it. Forsake exercise to lounge about. Watch another show instead of sleep. Keep the employee we like but don’t need. Maintain a product we invested in but see no real potential in.

But the decisions need to be made.

What hard decisions should you be addressing now that you’ve put off too long?

You won’t regret the decision. But you may regret not taking it.

Why stewardship matters

Feb 9, 2026

We confuse ownership with stewardship. The founder who values personal legacy over organizational health forgets a simple truth: what we build outlives what we buy. The new leader who may either guide the organization to prosperity or neglect its mission and purpose? When we forget why loyal people choose to work for the organization, what happens? When it becomes about you, not about what it stands for.

When the toy costs double what the institution did, priorities become clear.

Our organizations reflect our priorities. When our comfort matters more than their mission, we’ve already lost.

What are you choosing?

Choosing easy

Feb 8, 2026

We arrive kind.

Then somewhere along the way, we learn despicable. We watch others. We follow suit. It’s cheap. It’s easy. It spreads like a virus.

But here’s the thing.

Kind is easier. It was our first instinct. Before the world taught us to protect, to compete, to win at any cost.

Maybe the infant had it right all along.

We spend decades becoming complicated, sharp-edged, defensive. We call it maturity. We call it realism. We call it necessary.

What if it’s just noise?

The choice sits in front of us every single day. Despicable or kind. Complicated or simple. Learned behavior or original instinct.

One requires effort to maintain. The other just requires remembering.

Which one are you choosing today?

When change arrives

Feb 7, 2026

We fear the machine will replace us.

The industrial revolution didn’t eliminate workers. It eliminated certain tasks. The spreadsheet didn’t destroy accounting departments. It transformed what accountants could accomplish. The internet didn’t end retail. It redefined how we shop and who succeeded in selling.

History shows us a pattern we often ignore: the technology doesn’t choose who survives. We do.

The factory worker who learned to operate the new machinery became the foreman. The bookkeeper who embraced Lotus 1-2-3 became the financial analyst. The retailer who built an online presence in 1998 became the industry leader by 2005.

They weren’t smarter. They were simply willing to be beginners again.

Today we stand at a similar threshold with AI. The question isn’t whether AI will replace your role. The question is whether you’re choosing to become redundant by staying still.

The executive who refuses to explore how AI augments strategic thinking. The analyst who won’t learn to prompt effectively. The leader who dismisses automation as “not my problem.” They’re making a choice, even if they don’t realize it.

Meanwhile, others are experimenting. Learning. Failing forward. Discovering that AI doesn’t replace insight, it amplifies it. That automation doesn’t eliminate judgment, it creates space for better judgment.

We control our own obsolescence.

The real risk isn’t the technology. It’s the belief that what made us valuable yesterday will sustain us tomorrow. It’s the assumption that standing still is somehow safer than moving forward.

What are you doing today that will make you essential tomorrow?

The quiet exit

Feb 6, 2026

The CFO slides the spreadsheet across the conference table. Red numbers everywhere. The solution seems obvious: freeze salaries, cut bonuses, eliminate positions. Simple math, right?

Wrong.

Here is what the spreadsheet will never show you: the conversation your top performer had with a recruiter last Tuesday. The resignation letter being drafted in a Starbucks two blocks from your office. The productivity that walks out the door six weeks after you announce the cuts.

Research from Harvard Business Review reveals that replacing an employee costs on average 21% of their annual pay. For high performers, that number climbs to six times their annual compensation when you factor in lost productivity, institutional knowledge, and the ripple effects on team morale.

But here is the more troubling truth. When organizations cut costs through salary freezes and reduced bonuses during crisis periods, 74% of surviving employees report a drop in their own productivity. Meanwhile, 77% observe more frequent mistakes across their teams. The psychological contract between employer and employee fractures, and with it, discretionary effort evaporates.

Your high performers have options. They always do. While you are asking them to work harder for the same compensation, or worse, for less, the market is courting them with competitive offers and the promise of being valued. And who wants to join a company that does not reward its people?

The irony is sharp. We slash costs to save the company, yet we lose the very people who could generate the revenue to save it. McKinsey found that top-performing companies focus relentlessly on productivity and cost optimization in all economic cycles, but they do something different. They protect their performers. They invest even in downturns. They understand that cutting muscle to save fat kills the patient.

Consider this: Bain & Company’s analysis shows that top performers in total shareholder return outpace bottom-quartile companies by more than twofold in both revenue growth and cost productivity. These companies do not choose between cost discipline and investment. They do both simultaneously, pruning strategically while feeding growth.

The path forward requires courage and precision. Identify the costs that contribute to competitive advantage and protect them fiercely. Those underperforming team members who should have been addressed two years ago? Now is the time. Low-value projects consuming resources? Cut them immediately. But your top talent? Invest in them.

A Deloitte study found companies shifting from cost containment to cost optimization are 1.6 times more likely to outperform peers in revenue growth. The distinction matters. Containment is reactive. Optimization is strategic.

Your high performers are not asking for extravagance. They are asking to be valued proportionally to the value they create. Employees who feel recognized are 63% more likely to remain with an organization. Those who do not feel recognized cite that as a critical factor in their departure.

The question is not whether you can afford to reward your best people during difficult times. The question is whether you can afford not to. Because while you are busy saving pennies on salary freezes, your competitors are investing in your frustrated talent.

The choice is yours. Save costs today and watch capability walk out the door tomorrow. Or optimize strategically, protect your performers, and build the muscle that pulls you through crisis and into growth.

The spreadsheet will not capture this nuance. But your organization will live it.

Control’s hidden cost

Feb 5, 2026

Control is a liability we mistake for an asset.

We review everything. Approve every decision. Stay close to all details. It feels responsible. Prudent even. We convince ourselves this is what leadership demands.

But here’s what we’re really doing: we’re creating a bottleneck with ourselves at the center.

The founder who must see every email before it goes out. The executive who attends every meeting. The leader who cannot delegate without micromanaging the outcome. Each believes they’re protecting quality. What they’re actually protecting is their own comfort.

Control feels like strength. It looks like diligence. It masquerades as care.

Yet the more tightly we grip, the less our organization can move. We become the constraint. The team waits for our approval. Innovation stalls. Speed dies. Talent atrophies.

The truth is, we already know this.

We’ve watched others suffocate their teams with excessive oversight. We’ve seen companies plateau because decisions pile up on a single desk. We recognize the pattern everywhere except in the mirror.

The question isn’t whether control is necessary. Of course it is. The question is where and how much.

What if we asked ourselves: What would happen if I didn’t review this? What decision could I let someone else make? Where am I holding on simply because I can?

The path forward isn’t abandoning control. It’s being deliberate about where we apply it. It’s building systems that create accountability without requiring our constant presence. It’s trusting the people we hired to do the work we hired them to do.

Letting go doesn’t mean losing standards. It means raising them by empowering others to own outcomes.

The paradox of control is this: the more we’re willing to release it, the more effectively we can use it. When we stop trying to control everything, we gain the space to focus on what actually matters.

What are you holding onto that’s holding you back?

Extinction choice

Feb 1, 2026

Remember typewriters? Adding machines? Whiteout?

I do. I also remember the organizations that clung to them.

They don’t exist anymore.

Here’s what changed everything: Manufacturing productivity jumped 47% between 1987 and 2022. Not because workers suddenly got smarter. Because they embraced automation fully. Toyota didn’t dabble with robotics. Netflix didn’t “test” streaming. Google didn’t keep the card catalog as backup.

They bet everything. They won.

Now we’re at another inflection point. AI is not an upgraded search engine. It’s not a better chatbot. It’s the assembly line moment for knowledge work. The steam engine for cognitive tasks. The electricity of our era.

Yet I watch mid-market organizations treat AI like optional software. A tool for the tech team. Something to “explore” next quarter. They’re building spreadsheet models while their competitors are building intelligent systems that don’t sleep, don’t take vacation, and compound learning every single day.

The manufacturing revolution took decades. This one won’t.

Every task you perform manually that could be augmented by AI is value you’re leaving on the table. Every process you haven’t reimagined through an AI lens is a competitive advantage you’re handing to someone else. Every day you wait is a day you fall further behind organizations that decided months ago.

The question isn’t whether AI will transform your industry. It already is. The question is whether you’ll be part of that transformation or a cautionary tale about it.

Companies that approach AI as an incremental improvement will get incremental results. Companies that treat it as an existential opportunity will create exponential value. There’s no middle ground here.

So what’s your play? Are you Toyota in 1980 or the typewriter company that thought word processors were a fad?

Because in five years, we’ll know which choice you made. The market always does.

The reputation economy

Jan 31, 2026

I offered a client something valuable this week. No strings. No hidden upsell. No freemium catch.

Their response? Excitement mixed with suspicion. “What’s the real cost here?”

I wasn’t offended. I understood completely. We have all been there, duped by the bait-and-switch, the “free” that wasn’t free, the gift with a gotcha. The market has trained us to distrust generosity.

Here is what struck me: we have reached a point where genuine value needs a disclaimer.

This raises a deeper question about who we want to be in business. You can spend your energy engineering the perfect sales funnel, crafting the ideal hook, and optimizing conversion rates. Or you can dedicate that same energy to actually adding value, creating something others genuinely want.

The most successful organizations I work with broke this mold years ago. They stopped pretending to be something they were not. Instead, they became more than what they claimed to be. Their actions exceeded their promises. Their value was delivered before the ask.

Warren Buffett said it plainly: “It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you will do things differently.”

When you lead with authentic value, the selling takes care of itself. People do not need to be convinced. They need to be shown what is real.

The question is not whether you can sell more effectively. The question is whether you are building something worth defending when someone asks, “What is the catch?”

Because if there is no catch, if your offering genuinely serves without strings attached, you have already won something far more valuable than a conversion.

You have earned trust. And trust scales in ways tactics never will.

The standards you walk past

Jan 30, 2026

Steve Jobs once sent back a shipment of screws because they weren’t beautiful enough. Not functional enough. Beautiful.

Most people thought he was nuts.

What they missed was the standard you walk past becomes the standard you accept.

Think about the last time you saw something subpar in your organization. A sloppy email. A rushed presentation. A half-hearted customer interaction. Did you say something? Or did you walk past it?

The difference between good and bad standards is simple: good standards elevate everyone who encounters them. Bad standards erode everything they touch.

A good standard is clear. It’s measurable. Most importantly, it’s meaningful. It answers the question: What do we stand for when no one is watching?

A bad standard is vague, unenforceable, or purely cosmetic. It’s the mission statement on the wall that nobody reads. It’s the value everyone nods at but nobody lives.

Standards matter more than strategy: strategy changes with markets. Standards define who you are, regardless of what you sell.

So how do you develop them?

Start with what you won’t tolerate. Not what you aspire to, but what you refuse to accept. Jobs didn’t tolerate ugly screws. What won’t you tolerate?

Then make it visible. Standards hidden in handbooks don’t exist. They must be lived, spoken, and reinforced every single day.

Finally, measure what matters. If you say quality matters but only measure speed, you don’t actually have a standard. You have a slogan.

The organizations I work with that scale fastest aren’t the ones with the best strategies. They’re the ones with the clearest standards that everyone protects. That is hard.

Your standard isn’t what you write in your values document. It’s what you walk past without saying a word.

What are you walking past today?

Premortem planning

Jan 29, 2026

We project goals, milestones, accountability measures. We allocate resources. We plan for success, as we should.

But here’s the question that changes everything: If you failed by [specific future date], what would be the reason?

Not could fail. Not might fail. What would cause the failure?

This isn’t pessimism. It’s precision.

When we ask this question early, we uncover the risks we’re ignoring. The resource gaps we’re pretending don’t exist. The dependencies we’ve assumed away. The constraints we’ve been too optimistic about.

Most planning focuses on what we hope will happen. Premortem planning asks what we’re not accounting for.

And once we know what could derail us, we can decide what to control, what to mitigate, what to monitor closely.

The best plans don’t just imagine success. They anticipate failure and build safeguards accordingly.

What are you not planning for?

Alignment without agreement

Jan 28, 2026

We spend so much time trying to get everyone to agree.

It’s exhausting. And often impossible.

Here’s what I’ve learned coaching founders through scaling: Agreement is overrated. Alignment is essential.

Think about it. You gather your leadership team. Someone proposes a new market strategy. Not everyone thinks it’s the best idea. Maybe you don’t either. But here’s the question that matters: Can we align on what success looks like?

We may say we want to build a house. Sounds simple enough. But the house we each imagine can differ wildly. Colonial or modern? Three bedrooms or five? Downtown or countryside? Without alignment on what good looks like, we’re building different houses in our minds while using the same materials.

That gap between our individual visions? That’s where expectations fracture. Where resistance breeds. Where results fall short of what someone thought they were promised.

I see this constantly. Teams nod in meetings. Everyone leaves thinking they’re on the same page. Six months later, they’re frustrated because the outcomes don’t match their expectations. The truth? They never had alignment. They had assumed agreement.

Collective alignment doesn’t require you to think the strategy is perfect. It requires clarity on the destination. What does success look like? What are we measuring? What does good actually mean?

When we achieve that clarity, something shifts. You can disagree with the path and still commit to walking it together. You can have doubts and still align on the outcome we’re driving toward.

Without collective alignment, there will always be a gap. Always be resistance. Always be that nagging sense that we’re building different houses.

The question isn’t whether everyone agrees. The question is whether everyone knows what we’re building.

Don’t go overboard

Jan 27, 2026

We’ve all seen it. The grocery store shelves stripped bare before a snowstorm that delivers three inches. The project that consumes six months when three would have worked. The meeting that spawns three more meetings to discuss the first meeting.

Somewhere between preparation and panic, between diligence and obsession, we cross a line. And most of us don’t even notice when we do.

Organizations dedicate entire teams to chase perfection when progress would have won the game. We add layers of review when shipping would have taught us more. We demand certainty in situations where learning by doing is the only real path forward.

The problem isn’t effort. It’s misdirected intensity. We confuse motion with momentum, thoroughness with effectiveness.

Consider the founder who delays launch for one more feature. The executive who demands three more data points before deciding. The team that perfects the presentation while the market shifts beneath them.

Each believes they’re being responsible. Each is actually stalling.

Here’s what leaders should ask:

What would happen if we stopped here? Would we learn what we need to know? Can we course-correct from this position? What’s the real cost of waiting versus the imagined cost of imperfection?

But the litmus test question cuts deeper: ‘If this were someone else’s company, and we were burning their money and time at this rate, would we tell them to keep going?’

That’s the one that matters.

Because overboard isn’t about the storm. It’s about forgetting that sometimes good enough gets you home, while perfect leaves you stranded in the parking lot.

Accountability changes behavior

Jan 26, 2026

Ever wondered where your kids’ good behaviors come from? What about the bad ones? Look no further than the mirror.

Children absorb what they see. They model what they experience. They normalize what we tolerate.

Why is this any different in organizations? It si still people, merely older.

Emile Heskey, a former England international footballer who played over 500 Premier League matches for clubs like Liverpool and Leicester, recently said something that made me pause: “We seem to have reached a point where abuse is somehow deemed acceptable.”

He wasn’t just talking about stadiums. He was talking about an entire culture where lines blurred so gradually that toxicity became routine. Where acceptable critique crossed into abuse so slowly that nobody noticed the transition.

Now a father watching his own sons play professionally, Heskey realized something uncomfortable. He didn’t want them in that environment. Not because of the physical demands or the competition, but because of what had become normalized.

Here is what stopped me. This is exactly what I see in organizations.

The meeting where someone gets publicly humiliated becomes “just how things are done here.” The executive who berates people gets excused because “they deliver results.” The passive-aggressive communication that undermines colleagues becomes background noise. The politicking and backstabbing that everyone knows about but nobody addresses.

We create bubbles where the unacceptable becomes routine.

And just like children, your organization is watching. Your team is absorbing what they see. They are modeling what they experience. They are normalizing what you tolerate.

The new hire who sees a senior leader throw someone under the bus in a meeting learns the real rules. The manager who watches executives play political games learns what actually gets rewarded. The team that sees values violated without consequence learns those values are just words on a wall.

You can have the best mission statement in the world. You can talk about respect and collaboration until you are exhausted. But your culture is defined by what you tolerate, not what you articulate.

Heskey’s response was to become director of a platform for reporting abuse, but his most important insight had nothing to do with technology. He said: “Accountability changes behavior.”

Not awareness. Not policies. Not another training module. Not a town hall about values.

Accountability.

When there are real consequences, when people are actually held to account, behavior shifts. Not because hearts changed, but because the cost became real.

I think about the organizations I work with. The ones stuck in patterns they know are destructive but cannot seem to break. The answer is rarely more analysis. It is rarely a better strategy deck or a new organizational chart.

It is almost always accountability.

Who is responsible for culture? Who owns the consequences when values are violated? Who has the courage to hold people to account, even when it is uncomfortable, even when it is someone senior, even when they “deliver results”? It starts at the very top.

In organizations, people hide behind different facades than they do in stadiums. Seniority. Tenure. Political capital. Revenue generation. The facade changes, but the hiding is the same. And the damage compounds.

The question for every leader is simple: What are you tolerating that you know corrodes your culture?

And more important: What are you going to do about it?

Your organization exists in a bubble. And in that bubble, you have normalized things that the best version of you knows are wrong. Your team is watching. They are learning. They are becoming what you permit.

The path forward is not complicated. It is just hard.

Define what is acceptable. Make it clear. Then hold everyone to that standard. No exceptions for performance. No exceptions for tenure. No exceptions for who they know or how much revenue they generate.

Your kids learn by watching you. Your organization learns the same way.

Accountability changes behavior.

The question is whether you have the courage to enforce it.

When comfort become a cage

Jan 25, 2026

We love our own thoughts.

They’re familiar. Comforting. They validate what we already believe. And therein lies the danger.

The more we rehearse our existing beliefs, the more convinced we become of their truth. We mistake repetition for wisdom. Familiarity for insight. The echo chamber of our own mind becomes the only voice we trust.

But here’s what we sacrifice: innovation.

If we only draw from what we’ve already thought and what we’ve already done, we can only create more of the same. Different packaging perhaps, but the same essential output.

Real change demands something uncomfortable. It requires us to seek out what challenges us. To expose ourselves to perspectives that make us squirm a little. To experiment with ideas that contradict our certainties.

Einstein reminded us that “We cannot solve our problems with the same thinking we used when we created them.”

The question isn’t whether change is possible. It’s whether we’re willing to step outside our mental fortress. Whether we have the appetite for discomfort that genuine discovery requires.

Because growth doesn’t happen in the comfort of consensus with ourselves.

It happens in the friction between what we believe and what might actually be true.

Betting on fog

Jan 24, 2026

We lose sleep over predictions.

The market forecast. The competitor’s next move. Whether this hire will work out. If the strategy lands. We spin scenarios, build models, and stress test assumptions. We place bets on fog and wonder why we’re exhausted.

Here’s the thing about predictions: they’re often wrong because we’re asking the wrong question.

The question isn’t “What will happen?” The question is “What can I control right now?”

Most unknowns fall into two categories. There are the things outside your control – market shifts, economic swings, competitor moves. And there are the things inside your control – your preparation, your systems, your team’s clarity, your ability to adapt.

We exhaust ourselves betting on category one while ignoring category two.

The practical path forward isn’t prediction. It’s preparation.

Build systems that flex rather than break. Create clarity around what matters most so when uncertainty arrives, your team knows which direction to move. Strengthen your fundamentals so you can pivot quickly when conditions shift.

Stop trying to predict the weather. Instead, build a better boat.

The founder who sleeps well isn’t the one with the best forecast. It’s the one who knows their business can handle multiple outcomes. The leader who moves with confidence isn’t eliminating uncertainty. They’re reducing their dependency on being right about unknowns.

Certainty is a myth. Readiness is a choice.

What would change if you stopped trying to predict the unpredictable and started preparing for multiple futures ins

Plan to refuel

Jan 23, 2026

You’ve done the work. Quarterlies mapped out. Annual plan locked in. Monthly reviews calendared. Weekly team meetings set. Key conferences booked.

The year is perfectly structured.

Except it isn’t.

You’ve planned your way straight into burnout.

Dan Sullivan calls it “rejuvenation time,” and he insists it’s the most critical time block we plan for. Not focus time. Not buffer time. Rejuvenation time.

Most founders I work with can rattle off their quarterly rocks, their BHAG, their profit-per-X metrics. But ask them when they’ve scheduled time to actually refuel, and I get blank stares.

We treat rejuvenation like a luxury. Something we’ll get to after we hit our targets, close the deal, and finish the project. But here’s the issue: the very intensity that drives extraordinary value creation is what makes rejuvenation non-negotiable.

Sullivan’s wisdom is simple. Plan rejuvenation time with the same discipline you bring to everything else. Put it in the calendar first, not last. Set a target: quarterly minimum, ideally more frequent. Make it as sacred as your board meetings.

Because burnt-out founders make poor decisions. Exhausted leaders can’t inspire. Depleted executives miss the strategic opportunities hiding in plain sight.

What is rejuvenation? It’s not just a vacation. It’s the deliberate practice of stepping completely away from your business. No email. No “quick check-ins.” No strategic pondering. True disengagement that allows your mind to reset and your body to recover.

Why does this matter when you’re scaling? Because sustainable growth requires sustainable leaders. The marathon of building enterprise value demands that we protect our most valuable asset: ourselves.

Here’s your action: Open your calendar right now. Block rejuvenation time for the next quarter. Not tentatively. Firmly. Then communicate it to your team the same way you’d communicate any other strategic priority.

You wouldn’t skip a board meeting because you’re busy. Don’t skip refueling for the same reason.

Nostalgia isn’t strategy

Jan 22, 2026

The Canadian prime minister said it this week in Davos. Simple. Direct. True.

We cling to what was. The contract that made sense three years ago. The employee who once delivered brilliance. The market position we held before everything shifted.

That was then.

We know this. If we’re honest with ourselves, we know the past won’t return. It shouldn’t. It can’t.

Yet we hold on anyway. We build budgets around expired assumptions. We design org charts for people who’ve already left. We chase customers who’ve moved on.

Nostalgia feels safe. It’s familiar territory. We know how that story ended once, so we tell ourselves we can recreate it.

Comfort is expensive. Every day spent looking backward is a day not spent moving forward.

The question isn’t whether you remember when things were better. The question is whether that memory has become your strategy.

Are you planning for the world as it was, or as it is becoming?

Twenty seconds of courage. That’s what it takes to let go. To acknowledge what’s finished. To turn toward what’s next.

The past has already happened. The future hasn’t.

Which one deserves your attention today?

The clarity we lack

Jan 21, 2026

Many leaders I work with struggle to see what makes them unique. They look at their markets and see crowded spaces with endless options. “It’s all been done,” they tell me. “How can we possibly stand out?”

Here’s what I’ve learned: uniqueness isn’t difficult to create. What’s difficult is the deliberate choice to create it. Do we look at other markets in the same way, or do we see differentiation?

We convince ourselves that complexity is the enemy, that crowded markets mean we must accept mediocrity. Yet uniqueness is everywhere, even in what we call commodities. Cars, fast food, communications, and technology are all competitive markets, yet we see unique players. Someone figured out how to make their version matter.

The question isn’t whether you can be unique. It’s whether you’ll choose the path that reveals it.

Consider these categories, each a lever for distinctiveness:

Purpose — The reason you exist beyond profit. What change are you creating?

Values and Culture — The beliefs that shape every decision. How do you treat people when no one’s watching?

Talent — The people you attract and develop. Who thrives in your environment?

Market Positioning — Where you choose to compete. What battles are worth fighting?

Customer Service — How you make people feel. What do they remember about the experience?

Product Distinction — What you offer that others don’t. Where have you said no?

Organizational Capabilities — What you do exceptionally well. What can you do that others struggle to replicate?

Infrastructure — The systems that enable your work. What foundation supports your execution?

Start with one category. Just one. Ask yourself: “If we were starting today, knowing what we know, what would we choose differently here?”

Your uniqueness won’t feel perfect. It never does. But it should feel like it represents who you truly are, not who you think the market wants you to be.

The moment you try to be what everyone else is, you’ve already lost what made you worth noticing in the first place.

Get a dog

Jan 20, 2026

We say we want advice.

What we really want is someone to nod along. To affirm the path we’ve already chosen. To tell us we’re brilliant for thinking exactly what we’re already thinking.

That’s not advice. That’s a mirror with a voice.

Real guidance challenges us. It shows us the assumptions we’re making that we can’t see ourselves. It asks uncomfortable questions. It suggests we might be wrong about the thing we’re most certain about.

If you surround yourself with people whose primary job is agreement, you’ve hired a fan club, not advisors. And fan clubs don’t help us scale. They don’t push us toward the hard decisions that create value. They certainly don’t prepare us for the truth we’ll face in the market.

We measure growth by how much we’ve changed, not by how many people confirmed we were right all along.

The executives who scale aren’t the ones seeking validation. They’re the ones willing to hear “you’re missing something” and lean in instead of defend.

Even a dog will challenge you sometimes. They’ll refuse to come when called if you’re being unreasonable.

Are your advisors doing at least that much?

The tone you set

Jan 19, 2026

Two days of snow. A rare gift of stillness. Time to watch football and witness something profound about leadership.

Martin Luther King Jr. Day. A day to reflect on how we choose to create change. Through conversation or command. Through influence or intimidation.

And there they were on my screen—the head coaches of the NFL, with everything on the line. Some stood calm, radiating certainty and assurance. They watched the field, saw what was happening, adjusted with quiet confidence. Others were in constant motion, frustrated, getting in players’ faces, too caught up in emotion to observe what was unfolding before them.

The contrast was stark. One approach builds trust. The other erodes it.

As a leader, you set the tone for your entire team. Not through what you say, but through how you show up when pressure mounts. When the game matters. When the stakes are highest.

The question isn’t whether you’ll face moments that test you. You will. The question is simpler: Which leader will you choose to be?

The one who instructs and threatens? Or the one who observes, adjusts, and leads with quiet certainty?

Your team is watching. They always are. And the tone you set in those moments—that’s the culture you’re building.

Giving up friends

Jan 18, 2026

The Economist reported a sharp drop in wine sales this January. More people are forgoing alcohol, trading it for clearer mornings and better sleep. That’s the story we tell ourselves, anyway.

But there’s something more alarming hiding beneath that statistic. We’re not just giving up wine. We’re giving up the friends we used to share it with.

I work with leaders who seem to have everything figured out: strong finances, disciplined fitness routines, engaged families, and even spiritual practices. But when we map out the facets of self-care, one area consistently shows up depleted: friends.

“I don’t spend enough time with friends,” they’ll admit, almost surprised by their own confession.

We are social animals. We need engagement with others. We need a support group. We want to belong. Yet somehow, we don’t.

Here’s what I’ve noticed: we schedule everything else. Board meetings, quarterly reviews, gym sessions, date nights, even meditation time. But friendships? We relegate them to “when I have time,” which, as we all know, means never.

The irony is brutal. The leaders I coach are brilliant at creating value, optimizing systems, and scaling organizations. They understand leverage and ROI. But they’ve somehow convinced themselves that investing time in friendships is optional.

It’s not.

If you want to feel better about yourself (genuinely better, not just more productive) invest in friends. Schedule that dinner. Make that call. Show up.

We need them. And they need us.

The thinking deficit

Jan 17, 2026

Most leaders are drowning in action but starving for thought.

Here’s what the research tells us: Harvard Business Review found that CEOs spend less than 3% of their time on strategic thinking. McKinsey reports that executives spend 72% of their time in meetings, most unproductive. A study by the Center for Creative Leadership reveals that leaders spend an average of just 2 hours per week on forward-thinking activities.

We’re running faster on a treadmill, mistaking motion for progress.

You believe that working harder will solve the problem. It won’t. Doing more of the wrong thing only amplifies the mistake. And inevitably, you hit the wall of capacity. There’s simply no more time, no more energy, no more you to give.

The answer isn’t complex, but it requires courage: carve out sacred thinking time.

Here’s what a year of strategic thinking looks like: Two full days for annual planning retreats. A week-long personal retreat for reading and creative exploration. A full day each quarter for reflection and prioritization. A couple of hours monthly for deep data review and alignment. An hour on Fridays for weekly recalibration, plus time Sunday to align resources. And daily, one to two hours of deep flow work on what’s essential, not urgent.

Do the math. That’s less than 20% of a 2,000-hour work year.

This isn’t indulgent. It’s the bare minimum for thoughtful growth.

You can make the change. Only you can. The question is simple: Will you invest the time now when it’s manageable, or later when chaos forces your hand?

The choice has always been yours.

I’m perfect, imperfect

Jan 16, 2026

I’m perfect. Yet imperfect. So true.

We deliver imperfect work.

Every product ships with known flaws. Every service has gaps we’ve spotted. Every internal process has that one step that makes us wince.

And we ship anyway.

The founder who waits for perfection never ships. The executive who demands flawless operations never scales. The team that fixes every bug before launch never learns what matters.

Here’s what separates thriving organizations from paralyzed ones: We know where the imperfections live. We’ve made peace with them. We’ve decided—consciously, deliberately—which flaws we’ll carry forward and which ones stop the show.

The SaaS platform with the clunky admin panel that only three people use? Ship it. The manufacturing process with the manual workaround on Tuesdays? Run it. The client onboarding that’s 80% automated, but needs a human touch on step seven? Scale it.

Imperfect doesn’t mean careless. It means discerning.

We focus our finite energy on the imperfections that matter to the customer, the market, and the mission. Everything else? We document it. We acknowledge it. We move forward with it.

The liberation isn’t in accepting mediocrity. It’s in letting go of the fantasy that we’ll ever achieve complete perfection before we act. That fantasy costs us momentum, market position, and the learning that only comes from being in the arena.

We are imperfect. Period.

Our work is imperfect. Period.

The only question that matters: Are we imperfect in motion, or I’m perfect’, but standing still?

Your label

Jan 15, 2026

You can never label me..?

What stands out? While you may be some things—even guilty of others—a few traits rise above the rest. Not a long list. Just a few.

That’s what makes you unique. Precious.

Understand them. Wear that badge with honor. It resonates.

Stop attempting to be someone else.

It’s just different

Jan 14, 2026

We label them lazy. Unmotivated. Entitled.

The younger generation on our teams doesn’t work the way we did. They don’t hustle the same hours. They don’t chase the same carrots.

So we shake our heads and wonder where the ambition went.

But here’s the thing: their aspirations didn’t disappear. They evolved. And they should have.

These are different times. The challenges they face aren’t easier than what we encountered; they’re just different. A generation carrying student debt we never imagined. Navigating a gig economy that didn’t exist in our day. Building careers in a world where job security is a relic and the future of work is being rewritten in real-time.

They’re not lesser than us. They’re adapting to a reality we didn’t have to face.

In The Defining Decade, clinical psychologist Meg Jay busts a crucial myth: your twenties aren’t a warm-up for “real life.” They’re the decade for building “identity capital” – the skills, experiences, and relationships that become the foundation for everything that follows.

When Jay revised her book in 2021, she addressed the unique pressures facing today’s twentysomethings. Different pressures. Different paths. Different definitions of success.

For those of us who lead and mentor, the question isn’t whether they have ambition. It’s whether we’re willing to see their ambition for what it is, rather than measuring it against a yardstick from a different era.

How we see them shapes their trajectory. More importantly, it shapes the future of our organizations.

Perhaps the real question is this: Are we stuck in our definition of ambition, or are we willing to expand it?

Core values that actually matter

Jan 13, 2026

Most companies have core values that read like a corporate Mad Libs: integrity, innovation, excellence, teamwork.

Here’s the problem: Harvard Business Review studied 500 companies and found that 55% list “integrity” as a core value. When everyone claims the same values, they mean nothing.

Real core values do two things simultaneously: they attract the people you want and repel the people you don’t. That’s not a bug. It’s the feature.

Zappos discovered this when they made “Create Fun and A Little Weirdness” an official core value. Some candidates walked away. Perfect. The ones who stayed built a company culture so distinctive that Amazon paid $1.2 billion for it.

Jim Collins’s research in “Built to Last” revealed a counterintuitive finding: companies with authentic core values outperformed the market by 15 to 1. But here’s the key—these weren’t aspirational values. They were descriptive. They captured what the company already was at its best.

The test is simple: Would you fire someone who hits their numbers but violates a core value? If the answer is “probably not,” it’s not actually a core value. It’s wall art.

As Patrick Lencioni puts it: “Values should be so integrated into a company’s operations that they become indistinguishable from the way the organization conducts business.”

Your core values aren’t what you wish to be. They’re the heartbeat of what you already are—the truths that make you uncomfortable to compromise, the principles that cost you something to uphold.

The right values don’t make everyone comfortable. They make the right people committed.

They’ll forget your demands

Jan 12, 2026

We push. We insist. We demand change, believing our authority will make it stick.

It won’t.

People might comply in the moment, nodding, agreeing, executing. But compliance isn’t commitment. The change we force rarely outlasts our watchful eye.

What endures? How we made them feel during the transformation.

Did we inspire possibility or instill fear? Did we invite their wisdom or dismiss their concerns? Did we walk alongside them or stand above, barking orders?

As we step into this new year, exciting and disruptive in equal measure, the leaders who create lasting change won’t be those who demand most loudly.

In volatile times like these, we need guides who have stood the test of time. Not the loudest voice today, but the timeless principles that outlast the chaos. The leaders worth emulating aren’t always trending.

They’ll be the ones people remember wanting to follow.

What excites you

Jan 11, 2026

We spend remarkable energy understanding market dynamics, optimizing processes, and perfecting strategy. We analyze data, refine systems, and pursue efficiency.

Yet we overlook something fundamental.

What excites you is unique. Nothing is necessarily better; it’s simply you. The foods you savor, the hobbies that pull you in, the sports you can’t help but follow. We recognize these preferences instantly in our personal lives.

But do we pay the same attention in our work lives?

Imagine being forced to watch wrestling when you love figure skating. Or vice versa. Sounds absurd, doesn’t it?

Yet we do this daily in our organizations.

We assign work without understanding what motivates people. We structure teams around function instead of fascination. We miss what’s hiding in plain sight – the simple reality that the people who are motivated are those doing work that excites them.

As a leader, take the time to understand what excites your team. Not just what they’re capable of doing, but what they’re energized by doing.

If you want a motivated team, it may be the simplest thing you can do.

And perhaps the most overlooked.

Where we tweak reflects what we value

Jan 10, 2026

I’ve been watching teams make adjustments lately. The same challenge, different responses.

One team gets feedback that execution is lagging. They immediately add another meeting to the calendar. A “sync” on Fridays to review progress. They’ve now created seven standing meetings each week.

Another team facing the same issue? They eliminate two meetings and create a shared dashboard instead.

Both teams are responding to the same problem. But their choices tell completely different stories about what they actually value.

The first team values the appearance of coordination over the reality of execution. They’re choosing comfort, the familiar ritual of gathering over the harder work of clarifying accountability. More meetings feel like doing something, even when they’re the very thing preventing anything from getting done.

The second team values time. They recognized that their people don’t need more talking about the work. They need more time to do it.

Here’s what I notice: When teams face pressure, they default to adding rather than subtracting. More checkpoints. More approvals. More oversight. It feels safer. But addition is often subtraction in disguise – subtracting autonomy, subtracting focus, subtracting trust.

The adjustments you make under stress reveal your operating system. Do you trust your people or your processes? Do you value speed or certainty? Do you believe in clarity or control?

Last month, a CEO told me his team was struggling with decision-making. So he created a new decision-making framework. Seven steps. A matrix. Required sign-offs at three levels.

I asked him: “What if the problem isn’t that your team doesn’t know how to decide? What if it’s that they’re afraid to?”

He paused. Then admitted he’d recently overruled two decisions publicly.

His adjustment,the framework, wasn’t solving the real problem. It was avoiding it. He was optimizing the wrong thing.

A better approach? Start by asking what the adjustment reveals about your current emphasis.

If you’re adding oversight, ask: Is our real issue capability or trust?

If you’re adding structure, ask: Is our real issue clarity or control?

If you’re adding resources, ask: Is our real issue capacity or priorities?

The most powerful adjustments aren’t additions. They’re subtractions paired with elevation.

Remove the bottleneck, elevate the decision-maker. Remove the report, elevate the conversation. Remove the approval layer, elevate the accountability.

Your adjustments are a mirror. They show you what you actually believe about how value gets created, how decisions get made, how people perform.

Most teams would improve more by making fewer adjustments and questioning the ones they’re about to make.

What are you about to tweak? And what does that choice say about what you really value?

Color-coded action

Jan 9, 2026

What gets scheduled gets done, but only if we protect what we schedule.

We block time for others effortlessly. Client calls, team meetings, coffee conversations. Yet the work that moves our business forward? The strategic thinking that creates value? We leave it to chance, squeezing it into whatever gaps remain.

Here’s the shift: treat your priorities like appointments with your most important client – yourself.

Start by color-coding your calendar. Give your high-priority work a bold color. Something that catches your eye and reminds you this time is sacred. Red for strategic planning. Purple for deep work. Blue for client preparation.

Administrative tasks? Those get a different color. Not dismissive – they matter – but visually distinct. Yellow for routine. Gray for necessary but not urgent.

Now scan your week. What patterns emerge? Where are you giving your time freely when it should be invested strategically? Where are the gaps in your most important work?

The calendar doesn’t lie. Those colors reveal your actual priorities, not the ones you tell yourself you have.

If you want to accelerate this year, make this simple change. Schedule what matters. Protect it with color. Watch how quickly clarity replaces overwhelm.

Your calendar is a mirror. Make sure bold colors get the attention they deserve. What does yours reflect?

When they’re wrong

Jan 8, 2026

Senior leadership just rolled out a strategy you fundamentally oppose. Not disagree with, but oppose. Your gut says it’s wrong. Your experience whispers warnings. But the decision is made, and now you’re supposed to execute it.

This is the moment that tests what kind of leader you actually are.

The first move isn’t action. It’s acceptance. Not acceptance that the strategy is right, but acceptance that you can’t stop it. That distinction matters. We waste extraordinary energy fighting battles we’ve already lost when we could channel that same energy into stewardship.

Ask yourself: What’s fixed, and where can I still lead?

Because here’s what we forget: disagreement doesn’t absolve us of responsibility to our teams. They’re watching how we handle this. Not what we say in the all-hands meeting, but how we show up in the hallway conversations. Whether we protect them from unnecessary disruption. Whether we model maturity or martyrdom.

Focus your influence where it matters. Reframe pushback as inquiry. Prioritize the work that genuinely moves things forward. Build solutions rather than monuments to resistance.

And here’s the uncomfortable truth: trust doesn’t come from always agreeing. Trust comes from consistency. From saying what you know and admitting what you don’t. From treating your team with the same honesty, whether you’re in the room with them or with your boss.

You can’t control the strategy they chose. But you absolutely control how your team experiences what happens next.

The questions we’re not asking

Jan 7, 2026

Forty minutes explaining why the transformation initiative stalled. Better systems. Clearer accountability. More data. The usual suspects.

Then came the question: “What question would change everything if you had the courage to ask it?”

Silence.

Organizations default to questions that confirm what they already believe. “How do we execute better?” “What metrics should we track?” “Who needs to step up?”

These aren’t bad questions. They’re just safe ones.

The dangerous questions – the ones that might actually matter – sound different.

“What if the pattern we’re trying to fix is actually protecting us from something we’re not ready to face?”

“What would we need to believe differently about ourselves to make this work?”

“If we succeed at this transformation, who do we become, and are we ready for that?”

These questions don’t have tidy answers. They don’t fit neatly into quarterly objectives. They prefer sitting with discomfort rather than adopting another framework.

Most transformation efforts fail not because leaders lack the correct answers, but because they’re asking the wrong questions. Questions designed to affirm the current path rather than illuminate a different one.

The patterns that block growth often persist because we keep asking questions we know how to answer.

What question is being avoided?

We measure with hidden yardsticks

Jan 6, 2026

We cannot attain what we cannot see.

Yet we do this all the time. We gather the team. We craft the goals. We invest hours debating priorities, wordsmithing targets, and aligning on what matters most.

Then we file them away.

The goals exist, technically. They’re in a deck somewhere. A shared drive. That strategic planning document from January that no one has opened since February.

We’ve built the yardstick, then hidden it in a drawer.

No sports team operates this way. The scoreboard is visible. The plays are reviewed. The stats are tracked. Progress isn’t theoretical; it’s measured, discussed, and adjusted. Daily.

But in our organizations? We treat goals like New Year’s resolutions. Meaningful in the moment of creation, forgotten by the time real work resumes.

The problem isn’t commitment. It’s visibility.

When goals live only in memory, they compete with urgency. When accountability exists only in theory, it dissolves under pressure. When progress goes unmeasured, we substitute motion for movement.

We need the yardstick where we can see it. Not just the goal, but the structure beneath it: the specific actions, the accountable people, the rhythm of review. Visible. Accessible. Present in the conversation.

Because here’s the truth we keep learning: invisible goals produce invisible results.

What we make visible, we tend to. What we tend to, we improve. What we improve, we achieve.

The question isn’t whether your goals are good enough. It’s whether anyone can actually see them.

The To-Don’t list

Jan 5, 2026

I used to think productivity was about doing more. Longer lists. More meetings. More commitments. If my calendar was full, I must be important. If my to-do list had fifty items, I must be working hard.

But I wasn’t working smart.

Some lists are so long they’re overwhelming. Others are so unstructured that organizing them takes longer than doing the actual work. Either way, we end up demoralized, staring at a monument to our own inadequacy.

Here’s what changed for me: I stopped adding and started subtracting.

The to-don’t list. Not what I should do, but what I shouldn’t.

I stopped taking calls that felt like obligations. I stopped attending meetings without clear outcomes. I stopped saying yes to opportunities that sounded good but didn’t align with where I wanted to go. I stop trying to keep up with the proverbial Joneses.

Daniel Pink talks about eliminating elements that aren’t necessary to create focus and greater alignment. It’s counterintuitive. We think success comes from more – more effort, more hours, more hustle.

But the breakthrough comes from less.

Less distraction. Less busy work. Less pretending that activity equals progress.

When I work with founders and executives, I see the same pattern. They’re drowning in their own to-do lists. They know what matters, but they can’t get to it because they’re buried in what doesn’t.

The to-don’t list changes everything. It’s not about capacity – you likely already have enough of that. It’s about choice. About protecting what matters by saying no to what doesn’t.

What would happen if you spent today deciding what to stop doing?

What would you eliminate?

Rolling up your sleeves

Jan 4, 2026

We all seek the results. The transformation. The extraordinary outcome that sets us apart.

Yet we often fail to understand what it takes to get there.

You have a plan. You may even have the frameworks. The Scaling Up methodology sits on your desk. Collins’ flywheel diagram is pinned to your wall. You’ve highlighted passages in Essentialism. You might even have the guidance you require—a coach, a mentor, someone who’s walked the path.

And still, you’re waiting, waiting for the breakthrough insight. The brilliant strategy. The perfect conditions. The guarantee that it will work.

Here’s what I’ve discovered after years of coaching mid-market leaders through scale: where so many fail isn’t in the quality of their plans. It’s about appreciating that systems and disciplined execution practices are what actually matter.

You don’t need to be brilliant. You need to be disciplined.

The leader who implements their One Page Strategic Plan every week – not perfectly, but consistently – will outpace the genius who reviews it quarterly. The leader who holds their Level 10 meeting every single week, even when it feels repetitive, builds a culture that the sporadically innovative leader never will.

We want shortcuts. We resist implementation. We seek guarantees. We hope someone else will do the heavy lifting.

But rolling up our sleeves isn’t about working harder. It’s about working with discipline. It’s showing up to the same meeting, asking the same questions, measuring the same metrics, week after week. It’s the unglamorous work of following through.

The brilliance is already in the frameworks you have. Your job isn’t to reinvent them. Your job is to practice them with the discipline that turns knowledge into results.

Stop waiting for the extraordinary insight. Start practicing the ordinary disciplines extraordinarily well.

That’s where transformation lives.

MOTT: Your Choice

Jan 3, 2026

I came across a question recently that stopped me cold: What do you do most of the time? Not what you wish you did or what you tell yourself you should do. What actually fills your days?

The real question beneath it is more unsettling: Are you satisfied with what you do?

It matters. This is not a dress rehearsal. You know that already, so why spend your time doing what you dislike? Yes, there are bills to pay and obligations to meet. I get it. But it runs deeper than that.

Research shows that individuals with an internal locus of control are more likely to have higher job satisfaction. Translation? People who believe they have agency over their lives report greater satisfaction. Job satisfaction correlates with life satisfaction, creating a reciprocal relationship where each influences the other. When you feel stuck at work, that dissatisfaction bleeds into everything else.

Here’s the uncomfortable truth: much of what frustrates us is within our control, even when it doesn’t feel that way.

You cannot change your boss’s behavior. True. But you can change your job. Yes, you can. That low performer on your team draining your energy? You can address it. Your intense dislike of winter affecting your mood six months a year? You can relocate or reframe it. These are choices you can control.

Viktor Frankl, who survived the Nazi concentration camps, discovered something profound in the most horrific circumstances imaginable: “Everything can be taken from a man but one thing: the last of the human freedoms – to choose one’s attitude in any given set of circumstances, to choose one’s own way.”

If Frankl could exercise choice in a concentration camp, what’s your excuse?

I’m not being flippant. I’m being direct because I care about how you spend your finite time on this planet. The Stoic philosopher Epictetus taught a simple framework: identify and separate matters so you can say clearly which are externals not under your control, and which have to do with the choices you actually control.

Most people spend their energy fighting what they cannot change while neglecting what they can.

So I’ll ask again: What do you do most of the time? And are you satisfied with it?

If the answer is no, then you have a choice to make. Not someday. Today. Because this is the life you’re living right now, and it’s the only one you get.

What will you choose?

The marathon mindset

Jan 2, 2026

We sprint when we should jog.

January arrives with its customary fanfare – resolutions penned, goals set, enthusiasm running high. We charge out of the gates like it’s a 100-meter dash when we’re really facing a 365-day marathon.

The statistics are sobering. Most resolutions fade within weeks, sometimes days. We know this intellectually, yet we repeat the pattern annually. Why?

Because we confuse intensity with sustainability.

Research from the British Journal of Health Psychology shows that habit formation takes an average of 66 days, not the mythical 21. The variance is wide—anywhere from 18 to 254 days depending on the complexity of the behavior we’re trying to adopt. That’s nearly the entire year for some habits.

Consider the marathoner’s wisdom: they don’t train by running the full distance daily. They build gradually, rest strategically, and pace intentionally. They know that tomorrow’s progress depends on today’s restraint.

What if we applied that same logic to our year?

Instead of ten ambitious goals, what if we chose one or two that truly matter? Instead of radical overhauls, what if we made micro-adjustments that compound over time? Instead of beating ourselves up for missing a day, what if we showed up again the next?

The year isn’t won in January. It’s won in the accumulation of small, consistent choices made across twelve months.

Pace yourself. Forgive yourself. And remember: there are 364 days still ahead.

Being still v standing still

Jan 1, 2026

A story is told that Walter Massa, an Italian winemaker from Tortona, offered this distinction: “We shouldn’t stand still. We should be still.”

A subtle difference. One you likely caught immediately.

Standing still suggests paralysis. Frozen by indecision or fear or the weight of what comes next. We’ve all been there—caught between moving forward and staying put, accomplishing neither.

Being still is entirely different.

The winemaker who walks through the vineyard knows this. They move with purpose while attending to what’s immediately before them. A tendril that needs tying. A diseased leaf requiring removal. The story of the land unfolds one careful step at a time.

This is presence. This is the art of knowing where you are while understanding where you’re going.

I think about the leaders I work with who confuse motion with progress. I am guilty at times as well. They’re always moving – meetings, initiatives, pivots, expansions. Yet they rarely pause to consider if they’re building something that matters or merely checking boxes that create the illusion of forward momentum.

The vineyard teaches us otherwise. Growth happens in stillness. Not the stillness of inaction, but the stillness of attention. Of tending what’s before you with care while trusting the process you’ve committed to.

This year, consider the difference. Are you standing still – paralyzed by the weight of decisions unmade? Or are you learning to be still – present, attentive, moving with purpose through the work that actually matters?

The winemaker tends the same vines year after year. Same land. Same rows. Yet each season brings something new because they’re paying attention. They’re still enough to notice what needs noticing.

Maybe that’s what this year asks of us. Not frantic motion. Not paralyzed indecision. Just the discipline of being still while we move forward.

What will you tend this year?

This reflection draws from Fabio Maria Pepe’s essay “Moving or staying?” and the wisdom of Walter Massa, winemaker from Tortona, Italy.

Wishing you a year of purposeful stillness, meaningful progress, and the wisdom to know the difference.

Finding your corner

Dec 31, 2025

We search for grand solutions when what we need is smaller.

A moment. A ritual. A thought that’s ours alone.

The world won’t stop spinning. The noise won’t quiet itself.

But somewhere in the chaos, there’s a corner we can claim—not to hide, but to breathe. Not to escape, but to return to ourselves.

What if the reprieve we’re seeking doesn’t require fixing everything first?

The door before you

Dec 30, 2025

I watched A Big Bold Beautiful Journey recently. Two strangers. Magical doors. Each one opening to a moment from their past that shaped who they became. Some doors they walked through eagerly. Others they hesitated at, afraid of what they’d find on the other side.

The film made me think about something we rarely acknowledge: every day, doors close behind us and new ones open ahead.

The door that closes when you sell your business. The door that opens when you finally delegate what you’ve been clinging to. The door that shuts when a key employee leaves. The door that appears when you admit you need help scaling.

We notice the closed doors. We grieve them. We stand there looking backward, wishing we could return to what was comfortable and known.

But we rarely pause to appreciate the door standing right in front of us, waiting.

2026 will present you with doors. Some will be obvious – an acquisition offer, a pivot opportunity, a chance to finally implement that system you’ve been avoiding. Others will be subtle—a conversation with a founder three steps ahead of you, a book that challenges everything you thought was true, a moment of clarity after months of grinding.

The question isn’t whether the doors will appear. They always do.

The question is whether you’ll walk through them.

Most leaders I work with are brilliant at analyzing what’s behind them – when they choose to. They can tell you exactly why the last quarter didn’t meet projections. They can explain in detail what went wrong with that hire. They’re experts at the autopsy.

Far fewer are willing to stand at the threshold of something uncertain and step through.

Here’s what I’ve learned working with mid-market founders: the doors worth walking through rarely feel comfortable. They require you to be someone you haven’t been yet. They demand you trust what you don’t fully understand. They ask you to believe in a version of your company that doesn’t exist today.

The film’s characters had magical GPS guiding them to their doors. You won’t. But you’ll know them when you see them, because they’ll make you feel something—excitement mixed with fear, possibility tangled with doubt.

2026 is coming. With it, doors you cannot yet imagine.

The real courage isn’t in finding them. It’s in walking through when everything inside you wants to stay where you are.

What door is standing before you right now that you keep walking past?

The energy reserve

Dec 29, 2025

Your neighbor doesn’t think about watering their garden.

Same time. Every morning. The sprinklers come on, soak the beds, feed the grass. No decisions. No fatigue. Just growth.

We do this too, but only in fragments.

Wake up. Coffee. Shower. Dress. Eat. Drive. The morning ritual happens without architecture because we automated it years ago. Imagine if we hadn’t – if every morning required us to redesign the sequence from scratch. The exhaustion would be unbearable.

Yet here we are, facing the rest of our day as new territory, requiring constant navigation.

Email arrives. We decide whether to read it now or later. A thought emerges. We debate whether to capture it or let it go. Deep work calls. We negotiate with ourselves about when to start.

Decision after decision. Micro-choice after micro-choice.

The fascinating part isn’t that we’re bad at automation. We’re brilliant at it- we reserve it for the wrong things. We automate the trivial and exhaust ourselves on the consequential.

As you craft your year ahead, ask a different question: What deserves the energy you’re spending on deciding?

The reading time. The thinking time. The review cadence. The reflection practice.

These aren’t negotiable luxuries—they’re the garden beds that need consistent watering. Automate them. Same time, every day or week. No thought given.

Your mind will flourish. Your energy levels will rise.

Not because you worked harder, but because you stopped deciding what should have already been decided.

Restoration

Dec 28, 2025

The calendar gives us this peculiar gift.

A week suspended between the urgency of December and the ambition of January. Most of us don’t plan it—it simply arrives. The mornings stretch longer. The walks happen without an agenda. The mind, finally permitted to wander, begins to organize itself.

We call it rest, but restoration might be the better word.

Restoration isn’t passive. It’s not scrolling, binging, or merely killing time until the real work resumes. Restoration is active reorganization. It’s the mind doing what it does best when we stop forcing it to perform.

We often mistake motion for progress. We confuse the urgent with the essential. We fill every gap with noise until the signal becomes undetectable.

But this week, between Christmas and New Year? It’s permission to allow the settling to occur.

How are you thinking forward?

Not planning forward. Not scheduling forward. Thinking forward.

Because the best thinking rarely happens in conference rooms with whiteboards and action items. It happens on those long walks. In those drawn-out mornings. When we give ourselves the space to notice what we’ve been too busy to see.

The question isn’t whether you can afford this time for restoration. The question is whether you can afford not to take it.

Your mind is already organizing. The only question is whether you’re paying attention.

This too will pass

Dec 27, 2025

All too often, chaos descends upon us without warning.

Sometimes it comes down to the whims of an individual. We see it in the workplace—the errant boss, the unreasonable client. It happens on the global stage. Even the child with the unpredictable outbursts brings it.

We brace ourselves. We steel our nerves. We wait.

Here’s what matters most when chaos shows up uninvited:

First, never accept that this is the new normal. The moment we decide that dysfunction is simply how things work now, we’ve surrendered something essential. We’ve traded our clarity for comfort, our standards for survival.

The errant boss doesn’t represent the best of leadership. The unreasonable client doesn’t define what customer service should be. The chaos on the world stage isn’t the only version of the future available to us.

Second, grit in. Not because the chaos will magically disappear, but because you understand something fundamental: this too will pass.

It always does.

The storm rages, yes. But storms move. They spend themselves. They reveal clear skies on the other side.

Your job isn’t to become immune to chaos or to pretend it doesn’t sting. Your job is to hold steady in your knowledge that temporary turbulence isn’t permanent truth. To stand firm in your belief that better exists, even when worse is standing right in front of you.

We endure not because we’re weak, but because we’re wise enough to know the difference between a season and a lifetime.

The question isn’t whether you’ll survive it. You will.

The question is: will you remember who you are while you wait?

After the unwrapping

Dec 26, 2025

Yesterday’s joy. Today’s silence.

While some sort through sale flyers, others sort through survival. The contrast stings.

We share one gift that matters most: the ability to see someone struggling and respond with kindness.

Who will you notice today?

Instead of making another purchase, who could you help?

Unhurried

Dec 25, 2025

We’ve confused speed with progress.

The espresso in an Italian café takes thirty seconds to pull, maybe sixty seconds to drink. But the ritual? That takes thirty minutes. The barista who knows your name. The conversation that meanders. The observation of life passing by the window. We call this inefficient. They call it living.

We measure productivity in tasks completed, emails sent, and meetings attended. We’ve built entire methodologies around doing more, faster. Yet the meal that took three days to prepare – the one where someone sourced the right ingredients, tested the seasoning, let the flavors marry overnight – that’s the meal people talk about for years.

The founder who races to scale often scales the wrong things. The executive who mistakes urgency for importance builds a culture of chaos, not growth.

There’s a difference between being busy and being purposeful. Between moving fast and moving well.

When we’re unhurried, we notice what matters. We see the inflection point before it becomes a crisis. We have the conversation that prevents the misunderstanding. We decided to compound rather than the one we’ll need to reverse next quarter.

The best strategies aren’t rushed. Neither is the best culture. Or the most valuable relationships.

What if the competitive advantage isn’t speed? What if it’s being present enough to see what everyone else is racing past?

The rituals we keep

Dec 24, 2025

I have been thinking about traditions, especially considering he time of the year – not in some grand philosophical way, but while watching others in a coffee shop carefully folding a napkin. Their napkin. The way they’d been taught. The way their grandmother had shown them decades ago.

We’re quick to dismiss traditions that aren’t ours. Too formal. Too old-fashioned. Unnecessary in our modern world. Yet we fiercely protect our own rituals, the ones that ground us, the patterns that remind us who we are.

Here’s what fascinates me: every tradition, no matter how foreign it seems to us, serves the same fundamental purpose. It creates certainty in an uncertain world. It connects us to something larger than ourselves. It marks time in a way that matters.

Research from cultural psychology shows that communities with strong traditions- whether it’s a weekly family dinner, a holiday ritual, or a business practice – demonstrate higher levels of trust, cohesion, and resilience. The specific tradition matters far less than its consistency.

The executive who starts every Monday with the same coffee ritual. The founder who walks the floor at the same time each day. The family that gathers without fail on Sunday evenings. These aren’t arbitrary habits. They’re anchors.

What troubles me is our tendency to mock traditions we don’t share while defending ours as essential. The religious practice you find strange grounds someone else, exactly as your weekend routine grounds you. The cultural celebration that seems excessive to you creates the same sense of belonging for others that your annual gathering creates for you.

Perhaps the question isn’t whether a tradition makes sense to us. Maybe it’s whether we can honor the human need behind all traditions – the need to create meaning, to mark what matters, to build something that endures.

What traditions are you keeping? And more importantly, are you making space for others to keep theirs?

When belief needs permission

Dec 22, 2025

We’ve heard the stories. Hundreds of voices, consistent patterns, documented experiences.

Yet we wait. We wait for the handwritten confession. The authenticated document. The smoking gun from beyond the grave.

As if truth requires a signature.

The paradox reveals something uncomfortable about how we assign credibility. We measure others with yardsticks they’ve never seen, then wonder why justice moves so slowly.

Numbers should matter. Consistency should matter. Courage should matter.

But we’ve built systems that value certainty over pattern, proof over preponderance, documents over lived experience.

The real question isn’t about one case. It’s about what we’ve constructed. A framework where 100 voices need permission from one to be believed.

That’s not justice. That’s paperwork.

Let them go

Dec 20, 2025

I was talking with a professional soccer coach last week. He told me he wanted to sign a player, then discovered a better league was interested in the player. Given who the coach is, his response did not surprise me.

He let the player go.

Not because he didn’t want him. Because he knew the player would thrive there. His reason was simple: “It all comes around.”

That stopped me. Because it’s the opposite of how most leaders think.

We’re supposed to build our teams. Keep our best people. Create loyalty. But what if the highest form of leadership is helping someone grow beyond our environment?

The coach understood something we often forget. Leadership isn’t about us. It’s about them. When we hold people back because we need them, we’re protecting ourselves—our comfort, our numbers, our fear of starting over.

Research from the Corporate Executive Board shows organizations that genuinely invest in development see 34% higher retention. The twist? When you help people leave, more choose to stay. When you trap them, they quietly disengage.

Founders fear losing key people. So they underpay, over-promise, and wonder why their best talent leaves for competitors. They confused retention with captivity.

But the coaches who develop players beyond their roster? They build reputations. The best talent wants to work with someone who sees their potential, not just their productivity.

This isn’t soft. It’s strategic. Former team members become ambassadors. They refer talent. They partner on future ventures. They remember who invested in their growth versus who extracted their value. The players who know they are not being held back but instead promoted, will wonder why they may choose to leave.

“It all comes around” isn’t wishful thinking. It’s how trust compounds over time.

Maybe not this quarter. Maybe not obviously. But leaders who grow people beyond their walls create something more valuable than a full roster.

They create a legacy.

Earned keys

Dec 19, 2025

We wouldn’t hand a Ferrari to someone who just got their license last week.

The thought alone makes us wince. The speed, the power, the responsibility – it’s not about gatekeeping. It’s about readiness. We want them to survive the drive. We want the car to survive too.

Yet every day, in conference rooms across the world, organizations do exactly this. They promote the eager, the loyal, the well-liked into leadership roles they’re utterly unprepared for.

No test drive. No hours logged at lower speeds. No evidence that they can handle the curves when they come fast and hard. And later, no acknowledgment; they need time to get up to speed.

We call it a promotion. They call it a car crash waiting to happen.

Here’s what I’ve learned coaching mid-market founders: the fastest way to stall your growth is to put unproven drivers in mission-critical seats. Not because they lack potential – but because potential without preparation is just expensive hope.

Show me you’ve driven. Show me you’ve handled speed, pressure, decisions when the road disappears into fog. Show me you’ve earned the muscle memory that kicks in when instinct matters more than intellect.

Then I’ll hand over the keys.

Not before.

Because the cost isn’t just a dented fender. It’s lost momentum, broken trust, and a team wondering why competence became optional.

If you’re promoting someone into a role that will define your next chapter, ask yourself: Would I let them drive my most valuable asset? If the answer requires hesitation, you already know what to do.

What books reveal

Dec 18, 2025

I’ve been thinking about books lately. Not just what they contain, but what they represent.

A bookshelf tells a story that its owner rarely intends to share. The worn spine of a business classic. The pristine copy of a bestseller we swore we’d read. The dog-eared novel from our youth that we can’t part with. Each one whispers something about who we were, who we are, who we hope to become.

Books are peculiar gifts. In some cultures, they signify respect – acknowledging someone’s intellect, their curiosity. In others, they’re tokens of intimacy, saying, “I thought of you when I read this.” When we give a book, we’re not just sharing bound paper. We’re offering a piece of wisdom, a journey, a conversation we wish we could have but lack the words to start.

The Japanese concept of tsundoku – buying books and letting them pile up unread – isn’t about failure. It’s about possibility. Each unread book on our shelf is a promise we make to ourselves. Someday. When we’re ready. When the world slows down.

Here’s what strikes me: In an age where information flows instantly and endlessly, physical books endure. They require commitment. They demand our attention in a way that scrolling never will. We underline passages. We bend corners. We leave them on our nightstand as silent companions.

Books are mirrors. They reflect our aspirations back at us, sometimes uncomfortably so.

What’s on your shelf? What does it say about the conversation you’re having with yourself?

Schedule snow days

Dec 16, 2025

Yesterday morning, watching snow fall. The world went quiet. Not the quiet where you’re waiting for something to interrupt – actual silence. It was beautiful in a way we’ve forgotten to notice.

We’ve convinced ourselves that constant noise equals productivity. The pings, the meetings, the Slack notifications cascading down our screens. It feels important. It feels like progress.

It isn’t.

The frantic pace we maintain isn’t making us better or more effective. It’s making us reactive. We’re responding to the urgent while the important sits untouched, gathering dust like those strategic plans we wrote six months ago.

Here’s what I’ve learned from watching snow: the best thinking doesn’t happen in the noise. It happens in the pauses we’re too busy to schedule.

What if we treated silence like we treat client meetings? What if we put it on our calendars with the same reverence we give to board presentations? Not as something to fill, but as something to protect.

Schedule your snow days. Not the literal ones – though those help – but the intentional spaces where you step away from the chaos you’ve created and remember why you started this in the first place.

The work will be there when you return. But the clarity you gain in the silence? That only comes when you stop long enough to let it find you.

The invisible yardstick

Dec 15, 2025

We measure others with yardsticks they’ve never seen.

Expectations we’ve carried for years, shaped by experiences they’ll never know. That executive who taught us punctuality equals respect. The mentor who showed us how to prepare is a way of honoring others’ time. The failed partnership where small misses became catastrophic gaps.

These became our standards. Invisible. Unspoken. Absolute.

The founder who misses a call without warning. The CEO who responds within hours versus the one who takes three days. The team member who challenges our thinking versus the one who nods along.

We judge them all differently.

But we’ve never articulated our communication expectations. Nowhere in our working agreements did we say, “Candid pushback is how I know you’re engaged.” We never mentioned that punctuality signals respect or that preparation honors time.

Here’s the thing: clarity is kindness.

When we expect excellence but define it only in our heads, we’re not being rigorous—we’re being unfair. When we hold others to standards we’ve never shared, we’re not maintaining high bars—we’re creating invisible tripwires.

The question isn’t whether we should have standards. Of course, we should.

The question is whether we’re brave enough to make them visible.

Because that yardstick we’re holding? The one measuring everyone around us? They deserve to see the markings.

The meeting wasteland

Dec 14, 2025

Your calendar is drowning in blue blocks.

Executives spend 23 hours per week in meetings. That is more than half your workweek. CEOs? 72% of their time is spent in conference rooms and on Zoom calls.

Here is what is devastating: 71% of those meetings are unproductive.

Think about that. Your organization bleeds $37 billion annually—not on innovation, not on growth, not on serving customers, but on meetings that accomplish nothing.

I watch brilliant founders schedule meetings because that is what they believe leadership demands. They cancel at a whim. They invite twelve people when three would suffice. They gather teams without agendas, without clarity, without purpose and when everyone leaves wondering what just happened and who owns what.

Verne Harnish nailed it: “Who, What, When: Improve the impact of your weekly meetings by taking a few minutes at the end and summarizing Who said they are going to do What, When. This isn’t about micromanagement; this is about excellent management and being clear in both communication and accountability.”

Most meetings fail this simple test.

The Rockefeller Habits teach us something profound about rhythm. Not chaos. Not endless gatherings. Rhythm. Daily huddles that last fifteen minutes. Weekly meetings with clear agendas and outcomes. Monthly deep dives on strategic issues. Quarterly planning sessions that reset priorities.

This is not revolutionary. It is disciplined.

Yet we persist in our meeting madness. We schedule because we can. We invite because we worry about exclusion. We meet because, well, we met last week.

Meanwhile, your best people – the ones who make things happen – spend their energy navigating your calendar instead of building your future. They multitask during your video calls. They finish their real work at night.

You know what I tell my clients? If you cut just four hours of meeting time per week, you save ten percent on salary expense. More importantly, you return time for thinking, creating, and solving problems that matter.

Here is your challenge: look at next week’s calendar. Which meetings lack clear purpose? Which have too many attendees? Which could be an email or a two-minute conversation?

Cut them.

Then watch what your people build with the time you gave back.

Follow the leader

Dec 13, 2025

Just like the game kids play, your team does the same.

They look at you for guidance, the example, the tone. Do you crack under pressure, or are you calm? Do you show resilience when it gets tough, or are you quick to admit defeat? The smallest things they pick up, and soon enough it becomes culture.

Research from Stanford psychologist Albert Bandura’s social learning theory confirms what we instinctively know: people learn primarily through observation. His studies showed that children who watched adults handle frustration calmly were significantly more likely to respond similarly when faced with their own challenges. The inverse was equally true.

In organizations, this mirrors perfectly. A study published in the Journal of Applied Psychology found that employees’ stress responses directly correlated with their manager’s behavioral patterns during high-pressure situations. When leaders remained composed, team anxiety decreased by 37%. When leaders were visibly stressed, team performance dropped by nearly half.

As Maya Angelou reminded us: “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

Your team isn’t just following your instructions. They’re mirroring your emotional responses, your work ethic, and your integrity under fire. That offhand comment about a difficult client? They heard it. That sigh of exasperation? They felt it. That moment you chose grace over frustration? They absorbed it.

Culture isn’t built in mission statements. It’s built in the accumulation of your thousand small choices when no one important seems to be watching.

Except everyone is watching. Always.

The December secret

Dec 12, 2025

The strangest thing happens in December.

The same executive who spent October triple-booking meetings and responding to emails at midnight suddenly becomes… calm. Organized. Almost pleasant.

Projects that were urgent in September can wait until January. The frenzy stops. People finish what matters. They leave on time. And somehow, work gets done – often better than before.

Here’s what puzzles me: We act as if December forces this upon us. As if the calendar itself mandates sanity.

But what if we chose this?

What if the lesson isn’t that holidays make us slow down, but that we’re capable of this clarity all year long, yet we don’t give ourselves permission?

The mid-market founders I work with see it too. Fourth quarter, everyone’s kinder. Meetings are shorter. Decisions are crisper. The noise quiets down.

Then January hits, and we convince ourselves we must return to chaos. As if being busy were the same as being productive. As if urgency creates value.

It doesn’t.

The calm of December isn’t an anomaly. It’s what happens when we stop confusing motion with progress. When we acknowledge that not everything is urgent. When we give ourselves space to think.

So here’s the question: If we can be deliberate and focused for six weeks at year’s end, what’s stopping us from carrying that into March? Or July?

The holidays didn’t change the work. They changed our relationship with it.

Maybe the gift isn’t in the season.

Maybe it’s in recognizing that we already know how to work better. We practice it every December. We forget we have the choice.

Did you show up?

Dec 11, 2025

Yesterday I slipped.

I was distracted during a call with a client who needed me to be present. My mind wandered to the next meeting, the proposal due, the dinner plans. I was there, but I wasn’t there.

Here’s what I realized: Leadership isn’t measured by checklist compliance. It’s not about following the prescribed steps or maintaining the veneer of engagement.

The real question each evening is more straightforward and far more uncomfortable: Did I show up for the people who depend on me?

Not halfway. Not physically present while mentally absent. Fully.

Your team doesn’t need you to be perfect. They need you to be present. Your clients aren’t asking for flawless execution. They’re asking for your full attention, your best thinking, your genuine care about their success.

When you’re building something meaningful, when you’re scaling an organization that matters, people are watching. Not to catch you following the rules, but to see if you’re actually with them.

Some days you’ll slip. I did yesterday. That’s data, not failure.

But every day, you’re asked the same question: Did I show up fully for the people who depend on me?

That’s the work. That’s the standard.

Everything else is just administration.

Not for you

Dec 10, 2025

You hate it.

The product, the service, the brand that everyone seems to love – you can’t stand it. Maybe it’s Starbucks. Maybe it’s that popular restaurant. Maybe it’s the software everyone raves about.

And you’ve made your stance clear. Loudly.

But here’s the thing: your disdain doesn’t invalidate their success. It reveals something else entirely.

You’re not the audience.

That’s it. That’s the whole story.

Not everything is built for you. Not every offering needs your approval. The marketplace doesn’t require your consent to thrive.

When we despise what others love, we’re often confusing taste with truth. We’re mistaking our perspective for universal law. We’re forgetting that being right for someone doesn’t mean being right for everyone.

The franchise you loathe? It’s serving someone beautifully. The approach you dismiss? It’s solving a real problem for real people.

Consider this: If you liked everything, would you actually like anything?

Discernment requires boundaries. Taste demands selectivity. Your strong opinions are valuable—when they guide you toward what serves you, not when they blind you to what serves others.

So the next time you’re tempted to broadcast your contempt, pause.

Ask yourself: Am I critiquing, or am I simply standing outside the theater complaining about a show I was never meant to attend?

Not for you doesn’t mean not valuable.

It just means not for you.

Your pay reveals your truth

Dec 9, 2025

Your pay structure says everything about who you are.

Most organizations, especially in the US service economy, have payroll as their number one expense. Yet those same leaders who agonize over every other strategic decision will cobble together compensation plans without much thought. They copy what others do. They react to market pressures. They patch and adjust when someone threatens to leave.

Then they wonder why people aren’t inspired. Why retention is poor. Why the culture feels transactional.

Compensation is one of your largest expenses and, therefore, one of your most important strategic decisions. If you seek to be different, if you want a culture that reflects your values, your pay structure must be intentional.

Think about it. You can articulate your mission. You can define your core values. But when employees look at their paychecks, at who gets bonuses, at how raises are distributed—that’s where they see what you truly believe.

PwC pays low salaries but develops its people to land big jobs elsewhere. KKR believes every employee of its portfolio companies should be an owner. These aren’t accidents. They’re strategic choices that reinforce culture and competitive advantage.

Most leaders miss this. They treat compensation as an HR function, not a strategic imperative. And then they’re surprised when their culture doesn’t match their intentions.

Verne Harnish teaches us that performance is not normally distributed, and thus pay shouldn’t be either. Yet how many organizations still default to the standard 3% across-the-board increase? How many inadvertently create cultures of mediocrity by treating everyone the same?

If you want to change, if you seek to build something extraordinary, start with these five questions:

1. Does our compensation philosophy reflect our stated values, or does it contradict them?

Look at the gap between what you say matters and what you actually reward. If innovation is a core value but your pay structure punishes risk-taking, you’ve already lost.

2. Are we paying for inputs or outcomes, activity or results?

Most compensation systems reward time, not impact. Showing up, not delivering. This breeds the exact culture you’re trying to escape.

3. What behaviors are we inadvertently incentivizing?

Individual bonuses might seem motivating, but they can backfire if collaboration is what you need. Every element of your pay structure drives behavior—are you paying attention to which behaviors you’re actually encouraging?

4. Can we articulate why we pay what we pay, or would our payroll be difficult to rationalize?

Transparency doesn’t mean everyone sees everyone else’s salary. It means there’s a logic, a fairness, a coherence. If you can’t explain your compensation decisions, you don’t have a philosophy—you have a problem.

5. Are we choosing to be king or rich?

This question from Harnish cuts deep. Do you want control and status, or do you want a thriving organization that creates wealth for everyone? Your compensation choices reveal which one you’ve actually chosen, regardless of what you tell yourself.

Organizations that scale successfully understand this. They recognize that compensation is one of your largest expenses, one you can turn into a strategic advantage in attracting, retaining, and motivating talent.

They don’t copy. They design. They make compensation a critical part of their strategy, they make it their own, and they make it different.

And when they do? They create cultures where people want to stay, not because golden handcuffs trap them, but because they see their values reflected in how they’re valued.

Your pay structure tells the truth about your organization. The question is: are you willing to listen to what it’s saying?

Your personal brand

Dec 8, 2025

You have one. Regardless of what you may think, or whether you ever intended to create one, I assure you – you’re putting your brand out every day.

The question isn’t whether you have a personal brand. The question is: what does yours say?

It is not only how you physically show up, how you speak, how you present yourself, and your energy. It is also every email you send. Every meeting you lead. Every deadline you miss or meet. Every time you speak up or stay silent. Each moment is a brushstroke on the canvas others see.

Your brand isn’t your LinkedIn headline or your business card. It’s the consistent pattern of how you show up when no one’s watching the scoreboard.

“Your brand is what people say about you when you’re not in the room.” – Jeff Bezos

Authenticity beats perfection every time.

Are you the founder who responds thoughtfully or reactively? The leader who keeps commitments or makes excuses? The professional who listens deeply or waits to speak?

Your team notices. Your clients remember. Your future partners are watching.

The beautiful part? You get to choose. Today. Right now.

Your personal brand isn’t built in the grand gestures. It’s constructed in the small, consistent choices that reveal who you actually are—not who you hope to be seen as.

What did your brand communicate yesterday? What will it say tomorrow?

The canvas is always there. The brush is in your hand.

That one person

Dec 7, 2025

There’s always someone.

Ever notice? Even amid success, even when things are working, there’s that one person who needs to be critical. Who chooses negative.

Ever wonder what their life looks like?

My mother used to say, “If you have nothing good to say, say nothing at all.”

Simple wisdom. Perhaps the world needs more of it.

Perhaps we all do.

Comfort or truth

Dec 6, 2025

We default to the easiest path. The familiar one. The solution that doesn’t challenge us.

Yet every problem has myriad solutions. A hundred ways, perhaps. Some demand more from us. Some require we sit longer in the discomfort of uncertainty.

The question isn’t whether solutions exist.

It’s whether we’re willing to choose the necessary over the easy.

“Courage is choosing discomfort for the sake of meaning.” — Greg McKeown

The standard nobody talks about

Dec 5, 2025

We spend countless hours defining the goal. The finish line. The revenue target. The market position.

But we miss a critical element: agreement on the destination is worthless without alignment on the standard.

Think about it. Your leadership team nods enthusiastically when you say, “We want to reach $50 million in revenue.” Everyone agrees. Beautiful alignment, right?

Wrong.

Because one leader is thinking, “We’ll get there however we can – even if it means cutting corners, burning out our people, and leaving a trail of broken promises.” Another is envisioning sustainable growth, exceptional quality, and a team that’s energized, not exhausted. Same goal. Completely different philosophies.

This is where organizations fracture. Not at the vision level, but at the standard level.

Steve Jobs didn’t set out to “create a laptop” or “make another phone.” The standard was revolutionary. Insanely great. Products that would make a dent in the universe. That standard attracted certain people, repelled others, and dictated every decision along the way.

When your team isn’t philosophically aligned on standards, frustration becomes your daily companion. You wonder why people seem checked out, why quality is inconsistent, why the best talent leaves. It’s because they signed up for one race and discovered midway that everyone else is running a different one entirely.

The question isn’t just what you’re building.

It’s how well you’re willing to build it. And whether everyone on your team agrees on what “well” actually means.

That alignment – or lack of it – determines everything that follows.

Lying is for kids

Dec 4, 2025

My son asked me something last week that stopped me cold.

“Why would adults lie?”

We’d been discussing someone’s behavior—the small evasions, the careful omissions, the gray-area truths. He couldn’t fathom it. Kids lie out of fear, he said. They can’t control what happens next, so they hedge. But adults? Adults should know better.

He’s right.

Yet here we are. Organizations drowning in white lies. “We value transparency,” while hiding the numbers. “People are our greatest asset,” while tolerating toxic behavior. “Integrity matters” until it costs something.

The companies that thrive, the ones that compound value year after year, aren’t the ones with the best mission statements plastered on break room walls. They’re the ones where truth lives in the hallways. Where someone can say “I don’t know” without fear. Where bad news travels fast because people trust it will be handled with integrity, not retribution.

You can wallpaper over cultural cracks with values posters. You can mandate training on ethics. But integrity isn’t policy. It’s practice.

It starts with individuals who refuse to participate in the small deceptions. The ones who won’t nod along when everyone knows the timeline is fiction. The leaders who admit mistakes before they’re discovered. The teams that have hard conversations early, not late.

Every lie – white, gray, or otherwise – is a trust tax. And trust is the only asset you can’t recover once it’s spent.

My son is watching how adults behave. So are your employees, your clients, your partners.

What are they learning?

Lying is not for kids either. Sadly, they model the behavior of adults.

Good isn’t good enough

Dec 3, 2025

Good. Nice.

Two words I loathe. Not because they’re offensive, but because they’re invisible. They’re the linguistic equivalent of beige wallpaper. Functional, perhaps. Memorable? Never.

When was the last time you felt your pulse quicken because something was “good”? When did “nice” ever inspire anyone to do something remarkable?

These words are surrender dressed up as satisfaction. They’re what we reach for when we’ve stopped reaching. When we’ve decided that mediocrity is acceptable because, well, at least it’s not terrible.

I have noticed an uncomfortable truth: those who settle for “good enough” are the same ones wondering why their growth has stalled. The teams that celebrate “nice work” are the ones struggling to attract exceptional talent.

You want audacious? Breathtaking? Unthinkable?

Then start by removing “good” and “nice” from your vocabulary. Not because the words will change outcomes – they don’t. But because the language we use reveals what we’re willing to accept.

Ask yourself: Would you describe your vision for your company as “good”? Your relationship with your best clients as “nice”? Your impact on the market as either of these lukewarm placeholders?

I didn’t think so.

So why would you accept it from your team? From your product? From yourself?

Exceptional isn’t achieved by those seeking good. It’s built by people who refuse to let those words define their work.

What are you really after?

Language reveals

Dec 2, 2025

Notice the lexicon you inhabit. Words creep into your vernacular without cognizance – unconscious, familiar, yours. Others notice. They hear the dissonance.

Teams adopt their own dialect. Families too. Communities coalesce around language. Some embrace decorum. Others choose irreverence.

Pay attention. Language telegraphs more than accomplishments ever will.

And it permeates. When your idiom clashes with the culture, expect friction.

We engage with people, not chameleons.

Maybe is your enemy

Dec 1, 2025

Maybe later.

Maybe when the market stabilizes.

Maybe after Q4.

Maybe when we have more time.

Maybe is the polite assassin of extraordinary outcomes. It whispers comfort while strangling possibility. We use it to avoid the difficult conversation, delay the bold move, postpone the crucial decision.

A lesson I’ve learned working with founders who scaled and those who didn’t: The ones who created exceptional value rarely, if ever, lived in maybe.

“The cost of being wrong is less than the cost of doing nothing,” wrote Seth Godin. He’s right. But we’ve made maybe feel safe, prudent even. We’ve dressed it up as strategic thinking when it’s often just fear wearing a business suit.

The leader who says “maybe we should address that leadership gap” already knows the answer. The CEO who says “maybe it’s time to reposition” has already felt the market shift. The team that says “maybe we need to have that difficult conversation” is already paying the price of silence.

Maybe isn’t consideration. It’s a postponement in the disguise of thoughtfulness.

What if we replaced maybe with a different question: “What would need to be true for this to be a yes or a no?”

Now we’re thinking. Now we’re leading. Now we’re creating the conditions for decision rather than deferral.

The fastest path to creating extraordinary value isn’t avoiding mistakes. It’s eliminating maybe from your vocabulary when clarity is what’s required.

What are you saying maybe to today that deserves a real answer?

Quality never aplogizes

Nov 30, 2025

Ever notice how the exceptional never goes on sale?

Hermès doesn’t discount. Patek Philippe doesn’t do Black Friday. The craftsman who builds one guitar a month doesn’t suddenly offer BOGO deals.

Quality competes on quality. It stands for what it represents and doesn’t flinch when others drop their prices.

Here’s what’s curious: we all know this. Yet when it comes to our own work – our leadership, our strategy, our commitment to excellence – we’re quick to compromise. We discount our standards. We go on sale.

The reason quality sells regardless isn’t because of scarcity or prestige. It’s because quality makes a promise and keeps it. Every single time.

What are you discounting today that should never be on sale?

Like brushing your teeth

Nov 29, 2025

I’ve been thinking about reputation lately. Not the manufactured kind we see on LinkedIn profiles or in carefully curated social feeds. The real thing.

Here’s what I’ve noticed: reputation isn’t built in the moments we think matter most. It’s not the big presentation, the crucial negotiation, or the industry award. Those moments merely reveal what’s already been built.

Your reputation is constructed in Tuesday’s 3 PM meeting when you’re exhausted. It’s shaped by how you respond to the intern’s question when you’re behind schedule. It’s formed when you deliver difficult feedback to someone who trusts you.

Every interaction is a deposit or withdrawal from an account you don’t control but desperately need.

Like brushing your teeth. Daily routines lead to good dental health. When we choose to ignore it, it quickly gets out of control.

The fascinating thing about reputation? You can’t manufacture it through intention alone. You can’t decide to “have integrity” in important moments while cutting corners elsewhere. People aren’t keeping score of your highlights—they’re noticing your patterns.

I’ve watched leaders obsess over their “brand” while treating their teams like resources to be optimized. The disconnect is staggering. They genuinely don’t understand why their reputation doesn’t match their resume.

Maintaining reputation isn’t complicated, but it requires something many find uncomfortable: consistency when no one’s watching.

Tell the truth, especially when it costs you something. Do what you promised, even when circumstances change. Treat the person with nothing to offer you the same way you treat the person who can advance your career.

The market for authentic humans is less crowded than you’d think.

Your reputation will outlive your tenure, outlast your title, and matter more than your strategy deck. It’s the only thing you build that you can’t take with you—but somehow follows you everywhere.

What are you building today?

The milk spiral

Nov 28, 2025

Did you buy the milk?

Five words. A simple question. And somehow, two hours later, you’re sitting in silence, heart still racing, unable to recall exactly when it turned into that conversation.

This is what psychologists call escalation bias – our tendency to match and then exceed the emotional intensity we perceive from others. Dr. John Gottman’s research on relationships shows that conflicts spiral in predictable patterns. What begins as a neutral query transforms through tone, assumption, and defensive posture into something unrecognizable from its origin.

Here’s the paradox: the spiral happens fastest with people we know best.

We fill in the gaps. We assume intent. We carry the residue from yesterday’s slight into today’s mundane question about dairy products. As Maya Angelou observed, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

The capability was never the issue. Neither was desire. The breakdown happens in the space between speaking and hearing – that thin membrane where meaning gets distorted by our own unresolved emotion.

Here’s what stops the spiral: pause before you respond. Not to craft the perfect retort, but to separate the question from the story you’re telling yourself about the question.

Because most spirals aren’t about the milk at all.

They’re about being seen. Being heard. Mattering.

And once you recognize that, the conversation can finally begin.

Are you hearing?

Gratitude isn’t seasonal

Nov 27, 2025

Thanksgiving arrives, and we pause for a moment.

We’re supposed to reflect on what we’re grateful for. The turkeys’s in the oven, the family’s gathering, and someone will inevitably ask us to share what we’re thankful for. It’s a ritual. Expected. Sometimes forced.

But here’s what I’ve been thinking about: gratitude isn’t a holiday assignment. It’s a daily practice we’ve forgotten how to embrace.

We spend so much energy cataloging what we lack. The revenue goal we missed. The promotion went to someone else. The relationship that didn’t work out. Our brains are wired to spot the gaps, the deficiencies, the not-yet-achieved.

What if we flipped that lens?

Not just on Thanksgiving. Every day. What if we created space—real, intentional space—to notice what’s already here?

Ten places to look:

Your morning coffee. That first sip when the house is quiet.

The colleague who listens without interrupting.

Your ability to learn something new, even when it’s uncomfortable.

The roof you slept under last night.

A body that allows you to move, breathe, and experience.

The people who show up, even when it’s inconvenient.

Problems that are actually opportunities in disguise.

The freedom to make choices, even the hard ones.

The mistakes that taught you more than any success ever could.

This very moment, which you’ll never experience again.

Gratitude isn’t about pretending everything’s perfect. It’s about recognizing what’s real and present, right now, despite the chaos and imperfection.

The leaders I work with who make the most profound impact? They’ve mastered this. They see clearly, both the challenges and the gifts. They don’t minimize the work ahead, but they also don’t overlook what’s working.

So maybe this Thanksgiving, let’s not make gratitude a once-a-year event. Let’s make it a rhythm. A practice. A lens through which we view every ordinary, extraordinary day.

What you have is enough. You are enough. Start there.

Happy Thanksgiving!

The system beats the blame

Nov 26, 2025

We love a villain.

When revenue drops, when quality fails, when customers complain—our instinct is to find the person responsible. The manager who missed it. The employee who botched it. Someone to blame.

W. Edwards Deming spent decades proving we’re wrong. His research showed that 94% of performance variations stem from the system itself, not the people within it. Yet we persist in our favorite management ritual: the witch hunt.

Here’s what fascinates me: People cannot perform better than the system allows. You can hire the most talented person, provide stellar training, and offer every incentive imaginable. But if your process is broken, your workflow chaotic, your tools inadequate—they will fail. Not because they lack ability. Because the system guarantees it.

Toyota understood this deeply. At their factories, workers can stop the entire production line when they spot a problem. At most companies, stopping the line gets you reprimanded. At Toyota, managers get concerned if workers aren’t periodically stopping it. Why? Because Toyota knows that finding systemic flaws is how you build bulletproof processes.

The uncomfortable truth: Searching for who did wrong achieves far less than improving the system where it occurred.

When I work with mid-market founders, I watch this pattern repeat. A sales target is missed. The knee-jerk response? Replace the salesperson. But rarely do we ask: Was the CRM system feeding them quality leads? Did they have the right tools? Was the pricing competitive? Was the sales process itself fundamentally sound?

Most organizational failures aren’t people problems masquerading as process issues. They’re process issues we’re desperately trying to pin on people.

The question isn’t whether your team is talented enough. It’s whether you’ve built a system that allows talent to flourish. Have you removed the obstacles? Clarified the workflows? Eliminated the redundancies?

A Fortune 500 company tested this idea by charging employees $2 each time they blamed someone instead of taking responsibility. In 90 days they collected $250,000. The money mattered less than the awareness it created.

Stop hunting for villains. Start fixing what’s broken.

Consitency as a compound

Nov 25, 2025

Imagine brushing your teeth every other day. Or watering your plants when you notice them wilting.

Yet this is precisely what most organizations do with what matters most.

Team development? When it feels urgent. Values work? Quarterly, maybe. Tracking program plans? If someone remembers. Managing targets? When the board meeting looms.

We schedule client meetings religiously. We never miss payroll. We show up at the office at roughly the same time each day.

But the foundational work that actually builds value? We treat it like an optional exercise class we’ll get to “when things slow down.”

Here’s what I’ve learned working with mid-market founders: The organizations that scale aren’t the ones with the most brilliant strategy sessions. They’re the ones who show up to the same disciplines, week after week, even when it feels mundane.

As James Clear writes in Atomic Habits, “You do not rise to the level of your goals. You fall to the level of your systems.”

Most leaders don’t even know which metrics are their most critical this quarter. Ask them, and you’ll get a thoughtful pause followed by a general direction. That’s not leadership. That’s hope dressed up in a business suit.

What needs to happen?

First, identify your vital few. Not your important many. The three to five metrics and rhythms that actually drive your business forward.

Second, schedule them like you plan your most important client. Same day, same time, same rigor. Make them non-negotiable.

Third, track them visibly. What gets measured and reviewed consistently gets improved.

The magic isn’t in the strategy. It’s in the relentless, unglamorous repetition of doing what matters when no one is watching, and nothing feels urgent.

Because compound interest works in business, too. But only if you keep making deposits.

Armchair critics

Nov 24, 2025

Watch any game and notice them—the analysts emphatically declaring what they knew was going to happen. After the event.

Political pundits dissecting yesterday’s decisions. Disconnected critics offering their certainty from a comfortable distance.

They may have a point. Sometimes they do.

But if you’re here to help, then help.

Not from the bleachers. Not from the safety of hindsight. Connect. Be of assistance. Offer support when it matters – when the game is still being played.

The coach steps onto the field. The critic merely observes.

Here’s the paradox: those who think they’re helping by being critical often help no one at all – but refusing to listen to the coach? That’s equally useless. That’s obstinate. Pigheaded, even.

The critic’s voice is cheap. It costs nothing to point out flaws after the play is over.

The coach’s voice is earned. It arrives in the moment when decisions must be made, when uncertainty is highest, when support matters most.

So which voice will you use?

If you have insight, offer it when it counts. If you can see what others cannot, step closer – not further away. Be direct. Be upfront. Be present.

Because hindsight doesn’t build anything, it just keeps the armchair critics comfortable.

Changing lanes in the rain

Nov 23, 2025

Driving in the wet is different.

You know this. The moment rain hits the windshield, something shifts. Not just the road surface (though that matters) but your attention. Your grip on the wheel. The distance you maintain.

The rules haven’t changed. Speed limits are the same. The destination is identical. But your approach? Entirely different.

Here’s what most mid-market founders miss when scaling: they keep driving the same way when conditions change. Same speed. Same confidence. Same decisions that worked when the road was dry.

But growth is rain.

New complexity. Different team dynamics. Market shifts. These aren’t obstacles. They’re changed conditions. And changed conditions require changed behavior.

You don’t need new roads. You need to drive the one you’re on differently.

The company that dominates at $5M often struggles at $50M, not because they’re incapable, but because they won’t adjust their grip. The executive who thrives in stability freezes in transformation, not from lack of skill, but from refusal to slow down and recalibrate.

Wet roads don’t care about your previous track record.

So here’s the question: Are you still driving like it’s sunny? Or have you noticed the conditions have changed and adjusted accordingly?

The road is the same. You’re still capable. But the weather’s different now.

Time to change how you drive.

Transparency builds endurance

Nov 22, 2025

We protect secrets like treasures.

I’ve watched founders guard their revenue numbers, their struggles, their doubts—as if admitting difficulty would expose weakness. They tell investors one story, employees another, and themselves a third version altogether.

Here’s what I’ve learned working with mid-market organizations: the energy required to maintain separate narratives is the same energy you need to scale.

Research from Harvard Business School demonstrates that transparent organizations experience 30% higher employee engagement and significantly lower turnover. Why? Because people are not foolish. They sense the gaps between what leaders say and what’s actually happening. They fill those gaps with speculation, usually worse than reality.

Patrick Lencioni reminds us that trust is the foundation of all high-performing teams. Without it, everything else—conflict resolution, commitment, accountability—crumbles. And trust begins with transparency.

I’m not suggesting you overshare or burden your team with every concern. That’s different. I’m suggesting that when you face challenges, you acknowledge them. When you make difficult decisions, you explain your reasoning. When you’re uncertain, you admit it.

Transparency isn’t weakness. It’s the courage to say “I don’t have all the answers, but here’s what I know and here’s what we’re doing about it.”

The organizations built to endure – the ones that scale sustainably – don’t hide from hard truths. They face them together. They create cultures where people can be honest about what’s working and what isn’t, where accountability becomes shared rather than imposed.

Your team already knows things aren’t perfect. They’re waiting to see if you’re brave enough to acknowledge it too.

The mirror trap

Nov 21, 2025

I caught myself mid-sentence yesterday with a client. “You need to…”

Stop.

That’s not my job. My job isn’t to tell founders what they need. It’s to help them see what they already know but haven’t admitted yet.

There’s this peculiar thing that happens in coaching. The more I think I have the answer, the less helpful I become. The moment I believe my framework will solve their problem, I’ve stopped listening to theirs.

Here’s what I’ve learned after years of working with mid-market founders: they don’t need another guru. They’ve read Collins. They know Lencioni. Some have even implemented pieces of Scaling Up.

What they need is someone to hold up a mirror without flinching.

The founder who keeps hiring the wrong people? They already know why. The CEO avoiding the difficult conversation with their co-founder? They’ve rehearsed it a hundred times in their head. The leadership team that can’t execute? They see the dysfunction every single day.

My frameworks don’t create clarity. Clarity creates the space for frameworks to work.

So I’ve stopped saying “you need to” and started asking “what do you already know that you’re pretending not to see?”

The answer is almost always there. Waiting. Ready.

All that’s left is the courage to look.

Your company wears your face

Nov 20, 2025

I watched them for twenty minutes.

Three baristas at my regular coffee shop. Same haircut. Same cadence. In the same way, they tilted their heads when taking orders. Not cousins. Not friends who decided to work together. Just people who’d absorbed the unspoken culture so completely they’d become copies of each other.

A block away, the competitor. Entirely different. Different energy. Different presentation. Different personality altogether.

Neither is right nor wrong. But here’s the question that should keep you up tonight: Which one was intentional?

Your organization has a personality. Not the values framed on your conference room wall. Not the mission statement you wordsmithed in that offsite. The actual personality—how your people dress, talk, decide, and show up.

That personality didn’t arrive by accident. You created it. As the founder, as the leader, you are the template. Your team doesn’t read your values poster. They watch you. They mirror you. They become extensions of what you demonstrate, not what you declare.

So if you don’t love what you see when you look around—if the culture feels off, if your people seem disconnected from what you thought you were building – you already know where to look.

The mirror.

The uncomfortable truth is that the personality of your company is the personality you’ve modeled, rewarded, or tolerated. Nothing more. Nothing less.

If you don’t love it, you have work to do. And that work begins with you.

The square peg problem

Nov 19, 2025

We hire Sarah because she’s exceptional at operations. Detail-oriented. Process-driven. Makes the trains run on time.

Then we put her on the strategy committee and wonder why she struggles to think in broad, ambiguous strokes about the future. We hired her for precision, not vision. Yet somehow, we’re disappointed she’s not both.

Here’s what research confirms: expertise is domain-specific. A study in Organizational Behavior and Human Decision Processes found that functional expertise rarely transfers to strategic thinking without deliberate development. Line managers excel at execution because they’ve built neural pathways for operational excellence, not strategic foresight. These are different muscles.

But we persist in this fantasy. We want our engineers to be salespeople. Our salespeople to think like CFOs. Our CFOs to inspire like visionaries. We confuse what we wish people could do with what they were hired to do.

Patrick Lencioni reminds us that clarity is a form of kindness. When we obscure what success looks like by layering incompatible expectations, we create confusion. When we expect strategic brilliance from those we hired for tactical excellence, we set them up to fail.

The question isn’t whether Sarah could develop strategic thinking. With time, coaching, and intentional development, perhaps. The question is whether that’s what you actually need from her right now, or whether you’re uncomfortable with the idea that people have strengths and limitations.

Your organization doesn’t need everyone to be everything. It requires clarity about what each person brings and permission for them to excel in their zone of genius without guilt about what they’re not.

Stop confusing your desires with reality. Start asking: What did I hire this person to do? And am I letting them do it?

Protecting whom?

Nov 17, 2025

The decision is made. Workforce reductions. Necessary for survival.

But here’s where we fool ourselves. We announce the cuts, then add a generous notice period because we “care.” Three months, sometimes more. Time to find their next opportunity, we say. Time to transition gracefully.

What actually happens?

Those staying behind feel the ground shift beneath them. Trust erodes. Productivity drops—research shows remaining employees experience a 20% decline in job performance, a 41% decline in job satisfaction, and a 36% decline in organizational commitment. They wonder: am I next?

And those who received notice? They’re wounded, disengaged, showing up but absent. Do we honestly expect enthusiasm? Excellence? The same commitment they showed before we told them they’re no longer needed?

So whom are we protecting?

Not those leaving. Extended notice periods don’t ease the betrayal or soften the blow. They simply prolong the discomfort for everyone.

Not the company. As Sandra Sucher of Harvard Business School found: “Layoffs are done for short-term gain, but the cost savings are overshadowed by bad publicity, loss of knowledge, weakened engagement, higher voluntary turnover, and lower innovation, which hurt profits in the long run.”

We’re protecting ourselves. Our conscience. Our ability to say, “We did the right thing.” We’re managing our guilt, not their transition.

If cuts are necessary, make them swiftly and humanely. Provide real support – outplacement, references, connections, severance. Then let people move forward with dignity, not linger in a space that no longer wants them.

The question isn’t whether to act. It’s whether we’re honest about who benefits from how we act.

Sometimes the kindest cut is the quickest one.

Connection over collection

Nov 16, 2025

I’ve been watching this happen for years now, and I’m guilty of it too, with the blog.

We count followers like we’re keeping score. We measure engagement rates. We celebrate when the number ticks up and worry when it flatters.

But here’s what I’ve learned from working with individuals who’ve built remarkable companies: the ones who scale with purpose aren’t collecting people. They’re connecting with them.

A collection is passive. It sits there, looking impressive on your profile. A collection asks nothing of you except to keep adding to it.

A connection requires something harder. It demands you show up. It means you listen more than you broadcast. It asks you to be genuinely curious about the person on the other end, not just what they can do for you.

I see this in my work every day. The leaders who break through aren’t the ones with the biggest networks. They’re the ones who’ve built real relationships with their team, their customers, their advisors. They know names. They remember conversations. They care about outcomes, not just optics.

The algorithm rewards collections. But your business—your actual growth—runs on connections.

You can have ten thousand followers and feel completely alone. Or you can have thirty people who would take your call at midnight because you’ve invested in them, and they in you.

The number that matters isn’t how many people see your posts. It’s how many people would notice if you stopped showing up.

We’ve confused reach with resonance. Scale with substance. Audience with community.

Don’t abandon your platforms or stop building your presence. I’m suggesting we ask ourselves a different question: Am I building something that matters to people, or am I just adding to the noise?

Because at the end of the day, your legacy isn’t measured in followers. It’s measured in the lives you’ve touched and the value you’ve created for people who matter.

Choose connection. Every time.

The generational myth

Nov 15, 2025

We’ve become skilled at creating labels.

Boomers. Gen X. Millennials. Gen Z. Each comes with its own caricature, its own set of assumptions. The older generation complains that the younger won’t work. The younger generation resents being told they’re entitled. And round and round we go.

Here’s what I’ve noticed in working with organizations across industries: the issue isn’t generational. It never was.

A twenty-five-year-old who values flexibility isn’t lazy – they watched their parents sacrifice everything for companies that downsized them without hesitation. A fifty-year-old who expects face time isn’t out of touch—they built careers when presence equaled commitment because that was the currency of trust.

Context matters. Adaptability matters more.

The real question isn’t whether Gen Z will work. They will. They already are. The question is whether we’re willing to examine what we’re asking them to work for, how we’re asking them to work, and why we structured it that way in the first place.

When someone refuses to engage with our systems, we have two options: blame them for not fitting, or question whether the system still serves its intended purpose.

Most organizations choose blame. It’s easier. It requires no change from us.

But consider this: if multiple generations are struggling to connect, engage, and find meaning in their work. Perhaps the problem isn’t them. Maybe we’ve built structures designed for a world that no longer exists, then labeled anyone who notices as difficult.

The person who questions why they must be in the office when their productivity is measurable remotely isn’t defiant. They’re asking a reasonable question we’ve decided not to answer.

The generational myth serves us in one way: it lets us avoid examining our own assumptions. It allows us to point at “those people” instead of asking whether what we’ve always done still makes sense.

Stop blaming generations.

Start asking better questions..

Profitable but not valuable

Nov 14, 2025

We confuse the two constantly.

A profitable company this quarter. A company built for enduring value. They sound similar enough that we nod and move forward as if they’re interchangeable.

They’re not.

Profitability is what shows up on your P&L. It’s the number your accountant celebrates, the metric your board watches, the validation that you’re covering costs and generating margin. It’s essential. It’s also incomplete.

Value creation is different. It’s what someone would pay for your business tomorrow. It’s the recurring revenue streams you’ve built. The systems that run without you. The brand equity compounds. The strategic assets that make acquirers lean forward.

John Warrillow’s research across thousands of businesses reveals something counterintuitive: companies optimizing purely for profitability often destroy value. The invoice-by-invoice, project-by-project model that maximizes this quarter’s margin? It systematically undermines enterprise value. High profits with low predictability equals low valuation multiples.

Consider this paradox. You spend less on R&D and training—profitability rises. You delay that system investment—margin improves. You take every project regardless of strategic fit—revenue grows. The quarterly numbers look stellar.

Then you approach exit. And discover you’ve built a business entirely dependent on you. With no recurring revenue. No scalable systems. No strategic differentiation.

Maximum profitability. Minimal value.

The companies that command premium valuations often do the opposite. They invest heavily in systems that reduce short-term profitability. They turn away marginal projects to focus on recurring models. They build infrastructure before they “need” it. They prioritize predictability over optimization.

Research across multiple industries between 2001 and 2014 found that companies whose focus was more on the long term generated superior shareholder returns, with a 50 percent greater likelihood of being in the top decile by the end of that period.

The tension isn’t academic. Every decision reveals your true priority.

That key hire who’ll build systems but dent this year’s EBITDA? Value creation. Turning down the high-margin custom project to focus on productizing your service? Value creation. Investing in technology that reduces your personal hours but costs money now? Value creation.

Most founders optimize brilliantly for the wrong outcome. They’re profitable but not valuable. Successful but not sellable. Busy but not building.

If your goal is creating enterprise value—whether for exit or strategic optionality—then profitability is a constraint, not the objective. The question shifts from “How much money are we making?” to “What are we building that creates enduring value?”

Sometimes those align. Often they don’t.

Which are you optimizing for?

Lean into questions

Nov 13, 2025

We’re addicted to the big reveal.

The moment when everything clicks. When the consultant presents slide forty-seven, it suddenly all makes sense.

However, the breakthrough doesn’t come from finding better answers. It comes from better questions.

You already know more than you think you do. The strategy is probably more straightforward than you’re making it. The path forward exists somewhere in your peripheral vision.

What’s missing isn’t information. It’s an interrogation.

“What are we not asking ourselves right now?” That’s the question that unlocks the others.

Not “What should we do?” but “What are we avoiding?”

Not “How do we grow?” but “What would we have to believe for this to work?”

The reveal you’re waiting for? It’s already here. You’re just asking the wrong questions about it.

Stop seeking. Start asking.

When walking isn’t walking

Nov 12, 2025

A walk means something different to everyone.

To you, it’s a purposeful stride. To them, a leisurely meander.

Same word. Different worlds.

Before you resent their pace, pause. What are they optimizing for? Connection? Solitude? Fresh air?

Your agenda isn’t universal.

Adjust expectations. Or keep walking alone.

Garbage in still stinks

Nov 11, 2025

We’ve heard it for decades – garbage in, garbage out. Yet in the rush to use AI, we’ve forgotten what it means.

People type vague, rushed prompts and expect brilliance. They want insight, but feed confusion. They crave speed, but trade it for depth. It’s not the AI that fails—it’s the thinking behind it.

AI doesn’t create wisdom; it amplifies intent. Feed it clarity, context, and care, and it becomes a force multiplier. Feed it noise, and you’ll get noise back—faster, louder, and shinier.

When something really matters—strategy, people, innovation—slow down. Craft better inputs. Ask sharper questions. Build prompts like you build strategy: deliberately.

The quality of your thinking still determines the quality of your results. AI just makes that truth impossible to ignore.

Giving up the ghost

Nov 10, 2025

We hold on to strategies that stopped working two years ago.

To org charts designed for a company half our size. To that VP who was brilliant in 2019 but hasn’t grown with us. To the product line that built the business but now drains it.

We know. Deep down, we know.

But giving up the ghost feels like admitting failure.

Here’s what I see working with founders who scale successfully: They practice a different kind of courage. Not the courage to hold on, but the courage to let go.

The ghost isn’t the strategy itself. It’s our attachment to what once worked.

That planning process that felt innovative five years ago? It’s now theater. Everyone knows it. But we keep performing the ritual because stopping feels like sacrilege.

The CEO who built a $50M company told me last week: “I finally admitted our core offering is dying. The moment I said it out loud, my team exhaled. They’d been waiting for permission to stop pretending.”

Giving up the ghost isn’t about quitting. It’s about making room.

Room for the strategy that actually fits your current reality. For the structure your company needs now, not the one it needed then. For the truth your team already knows but won’t say.

The ghost you’re carrying isn’t keeping you safe. It’s keeping you stuck.

What would happen if you put it down?

Inspiration needs no permission

Nov 9, 2025

Motivation requires a push. A deadline. A carrot dangling just out of reach.

Inspiration? That’s different.

Here’s what I’ve learned working with individuals who’ve built remarkable companies: motivation is external fuel. It burns hot, but it burns out. You need someone—or something—to light the match again tomorrow.

Inspiration is oxygen. It’s already there. You just need to breathe.

The individual who stays motivated needs quarterly goals and accountability partners. The one who’s inspired wakes up at 5 AM because they can’t stop thinking about the problem they’re solving. No alarm necessary.

Here’s the paradox we rarely discuss: inspiration isn’t about desire or will. It’s about alignment.

You can’t will yourself to be inspired any more than you can will yourself to fall in love. But you can create the conditions where inspiration finds you. You can remove the clutter. Say no to the noise. Protect the space where deep work happens.

Essentialism isn’t just about doing less. It’s about making room for what wants to emerge.

The motivated leader asks, “What should I do today?”

The inspired leader asks, “What can’t I not do today?”

That’s not semantics. That’s strategy.

When you’re operating from inspiration, your team feels it. They stop watching the clock. They start solving problems you didn’t know existed. They become inspired themselves—not because you motivated them, but because inspiration is contagious when it’s genuine.

So here’s my question for you: Are you pushing, or are you pulled?

Stepping away changes everything

Nov 8, 2025

The river looks entirely different from the bank.

When you’re in the current, swept along by the urgency of now, everything feels inevitable. The meeting that must happen. The decision that can’t wait. The crisis demands immediate attention. You’re moving, yes, but are you going somewhere that matters?

Here’s what I’ve learned working with individuals who’ve built remarkable companies: the ones who create the most value aren’t the ones who work the hardest in the stream. They’re the ones who regularly climb out of it.

Stepping away isn’t retreat. It’s reconnaissance.

When my clients resist this—and they do, because stepping away feels like falling behind – I remind them of something curious. Planes are off course 90 percent of the time. They only reach their destination because pilots constantly recalibrate. The recalibration doesn’t slow them down. It’s the only reason they arrive at all.

Here’s the tension: stepping away requires the courage to admit you might be lost. Not hopelessly lost. Just slightly off course, like we all are, like I am most mornings when I start my day.

The practice is simple. Not easy, but simple.

Block time that’s sacred. Not for work that feels urgent. For thinking that matters. Ask yourself: “If I could only do one thing this week that would make the biggest difference, what would it be?” Then ask it again tomorrow.

The stream will still be there when you return.

But you’ll see it differently. You’ll notice which currents lead somewhere worth going. And which ones just keep you moving.

Going over the top

Nov 7, 2025

My mother made the best lasagna. Seven ingredients. Done in sixty minutes.

Last week, I watched a chef on YouTube make the same dish. Nineteen ingredients. Three hours. Truffle oil. Microgreens. A foam.

It wasn’t lasagna anymore. It was a monument to complexity.

We do this in business constantly.

The founder creates a product that solves a real problem. It works. Customers love it.

Then the features creep in. The enhancements. The “improvements” that nobody requested but everyone on the product team felt compelled to add.

Two years later, the thing that made your product remarkable—its elegant simplicity—is buried under layers of well-intentioned complexity.

The story of Survey Monkey. Simple, simple. Others who were first, created more, only to fail dismally.

I often see this with organizations. The strategy that fit on one page becomes a forty-slide deck. The meeting that took thirty minutes now requires two hours and a pre-read. The decision process that previously worked perfectly now requires three committees and a steering group. Why, because the mantra is we need more, versus we need what matters.

We confuse elaboration with excellence.

Here’s what Greg McKeown taught us in Essentialism: the question isn’t “How can we make this better?” The question is “What problem are we actually solving?”

Because sometimes – most times – the answer isn’t to add more. It’s to protect what already works.

Your mother knew this. She didn’t need truffle oil to make something people remembered.

Neither do you.

Boundaries beat values

Nov 6, 2025

Everyone has core values posted somewhere.

Integrity. Innovation. Excellence. Customer-first.

Enron had integrity on their list too.

The founder who tells me “our values are respect and accountability” hasn’t told me anything yet. What I want to know is: what does respect look like when the biggest client threatens to leave unless you fire someone? What does accountability mean when a leader misses their number three quarters running?

Values without behaviors are just corporate decoration. And sadly, that is where most organizations operate. They are meaningless. No one knows them, they sit on the website, somewhere, and everyone behaves differently.

But here’s where it gets interesting. Even defining behaviors isn’t enough. Because behaviors need boundaries—the clear lines that say “this far, not further.”

A team that values “customer obsession” needs to know: do we say yes to every request? Do we work weekends? Do we sacrifice other projects? Without boundaries, your best value becomes your biggest liability.

I watched a company nearly destroy itself living their value of “going the extra mile.” No one knew when to stop. Burnout became a badge of honor. The boundary wasn’t weakness—it was wisdom.

The teams that actually live their values? They’ve done the hard work of translating abstract principles into concrete behaviors, then drawing the lines that make those behaviors sustainable.

It’s not sexy work. It requires uncomfortable conversations about what you’ll do and what you won’t.

But that’s precisely why most organizations skip it. And why their values remain just words on a wall.

Better questions, better answers

Nov 5, 2025

I watched a founder grill ChatGPT last week.

Three attempts. Three terrible responses. Each time, he muttered about how AI was overhyped, how it didn’t understand nuance, how he’d wasted his money on the subscription.

I looked at his prompts. Each one was a single sentence. Vague context. No specifics. The digital equivalent of walking into a strategy meeting and saying, “So… what should we do?”

The tool wasn’t broken. The question was.

We do this with people too. I’ll ask a team member something I’ve spent weeks thinking about-something perfectly clear in my mind-and expect them to instantly grasp the full context, implications, and desired outcome.

Then I’m disappointed when they miss the mark.

Here’s what I’ve learned coaching founders through their hardest decisions: The quality of your answer is determined by the quality of your question.

Not just clear questions. Specific questions. Questions that do the work upfront.

When a founder asks me, “How do I scale?” I know we’ll spin our wheels. When they ask, “How do I scale our sales team from eight to twenty people without losing our culture of accountability?”—now we’re getting somewhere.

The right question contains half the answer.

It forces you to clarify what you actually need. It respects the person or tool you’re asking. It acknowledges that good answers require good setup.

Before you blame the response, interrogate the question.

Is that not where the real work lives?

Your silent killer

Nov 4, 2025

We’ve made longevity complicated.

We obsess over superfoods and supplements. We track our steps, our sleep, our macros. We join gyms we barely visit and buy books about biohacking we never finish reading.

Meanwhile, the Blue Zones – those pockets of the world where people routinely live past 100 – are laughing at us.

Not because they’re eating açaí bowls or doing HIIT workouts. They’re eating simple, real food. Walking to their neighbor’s house. Gathering for meals. Finding purpose in their days.

But we keep on missing the thread that connects all these centenarians. It isn’t what they’re doing. It’s what they’re not doing.

They’re not drowning in chronic stress.

The science is brutal and clear. Chronic stress floods your body with cortisol, inflames your arteries, weakens your immune system, and literally shrinks your brain’s hippocampus. It’s not just making you tired – t’s aging you faster, increasing your risk of heart disease, diabetes, and cognitive decline.

Yet we wear our stress like a badge of honor. We glorify the hustle. We celebrate being “busy.” We’ve confused activity with achievement, and urgency with importance.

The founder running on four hours of sleep isn’t winning. They’re dying slowly.

Here’s what I’ve learned working with leaders: the companies that scale sustainably aren’t led by people who work hardest. They’re led by people who’ve learned to eliminate what doesn’t matter.

Less stress isn’t about doing less. It’s about doing what’s essential.

The Blue Zone residents aren’t lounging around. They’re gardening, cooking, connecting. They’ve simply refused to manufacture the kind of psychological chaos we’ve normalized.

What if the path to a longer, healthier life isn’t about adding more supplements to your routine?

What if it’s about subtracting the stress you’ve convinced yourself is necessary?

Momentum beats motivation

Nov 3, 2025

Have you been here?

I stare at my running shoes most mornings.

It’s cold outside. My bed is warm. Every rational part of my brain votes to stay put.

David Goggins, the Navy Seal, now ultra-endurance athlete, talks about this moment, not waking up excited to run in sub-zero weather. He looks at his shoes. He puts them on. He steps outside. That is the commitment he made.

Once he’s moving, he’s already won.

Here’s what I’ve learned coaching leaders through scale: Clarity without momentum is just expensive contemplation.

A Harvard study tracking goal achievement found that 83% of the population doesn’t have clearly defined goals. But here’s the twist—of the 17% who do, only 3% write them down and create action plans. That 3%? They earn ten times more than the other 97% combined.

Reflect on that again. The math is brutal and beautiful.

When I work with a leadership team, we spend real time getting crystal clear on where we’re going. What does success actually look like? Not the glossy version for investors—the true north that makes decisions obvious.

But clarity alone changes nothing.

Stephen Pressfield calls it Resistance—that force that shows up the moment you commit to something that matters. The bigger the goal, the fiercer the resistance.

I’ve found that the hard things, the ones where resistance screams loudest, are precisely the ones that create extraordinary value.

The discipline isn’t in feeling motivated. It’s in creating momentum before motivation arrives.

Put on the shoes. Step outside. Let motion create emotion.

Because once you’re moving, you’re already building what matters.

Admitting you’re lost

Nov 2, 2025

My dad and I used to get spectacularly lost driving around Johannesburg. No GPS. Just a folded-up map and his determined conviction that the next turn would somehow be the right one.

It rarely was.

But here’s what I noticed: He’d get us lost, realize it, and eventually start finding our way back. He would even breakdown and stop to ask for help, and that usually saves us.

The founder who refuses to look at the dashboard? Rarely asks for help. Still lost three quarters later.

I work with mid-market founders who’ve built something real. Revenue. Team. Momentum. And then one day, they realize they’re off course. The strategy that got them here isn’t getting them there. The team, which was once tight at twenty people, is fraying at seventy.

They feel lost.

Good.

Because being lost isn’t the problem. Pretending you’re not is.

The founder who admits they’re off track can recalibrate. They can pause, look at the data, and ask the hard questions. They can bring in the methodology, the frameworks, the outside perspective that shows them where “there” actually is.

The leader who insists everything’s fine? They stay lost.

Planes are off course ninety percent of the time. They arrive because they keep correcting. Your company isn’t different. You’re going to drift. The market shifts. Talent changes. Your strategy needs adjusting.

The question isn’t whether you’ll get lost.

It’s whether you’ll admit it soon enough to find your way back.

When silence screams

Nov 1, 2025

We kill the pause.

Fill the gap. Add another slide. Schedule one more meeting. Say something—anything—to avoid the void.

But the best decisions aren’t born in noise.

The founder who waits three beats before answering. The board that sits with the tension. The leader who doesn’t rescue the room from its own thinking.

Silence isn’t empty. It’s full of what matters.

Your team already knows the answer. The pause lets them find it.

Strategic clarity doesn’t come from more talking. It comes from the space between the words—where assumptions collapse and truth emerges.

The discomfort you feel? That’s growth trying to happen.

Stop filling every gap. The pause isn’t breaking your culture. It’s building it.

From lists to outcomes

Oct 31, 2025

Your to-do list isn’t helping you win. It’s helping you stay busy.

Somewhere along the way, we confused motion with progress. We built monuments to busyness—long, scrolling lists that breed guilt instead of momentum. Check off ten tasks, add twelve more. The math never works in your favor.

The founder who ships three game-changing initiatives this quarter beats the one who completes three hundred trivial tasks. Every time.

Here’s the shift: Stop asking “What do I need to do today?” Start asking, “What must be different by tomorrow?”

Outcomes demand intention. They force you to choose. When you commit to making one thing materially better—your team’s clarity, your customer’s experience, your product’s elegance—the noise falls away. Suddenly, you’re not managing tasks. You’re creating change.

Lists whisper, “Look how much you have to do.” Outcomes declare, “Look what we’re going to make happen.”

The executive who focuses on achieving two outcomes this week will transform more than the one who completes fifty tasks. Because outcomes compound. They build on each other. They create momentum that pulls the team forward.

Tasks are infinite. Outcomes are finite. One exhausts, the other energizes.

Your calendar doesn’t need more activity. Your business needs more impact. The to-do list keeps you running in place. The outcome focus moves you forward.

The choice isn’t about time management. It’s about what you’re managing time for.

Show up differently

Oct 30, 2025

The CEO said all the right things in the meeting.

Trust. Collaboration. Innovation. The words hung in the air like inspirational posters nobody reads anymore.

Then she checked her phone. Twice. Cut someone off mid-sentence. Made a decision without asking a single question.

The team got the message. Not the one from her mouth, the one from her hands, her eyes, her calendar.

Here’s what we forget: behavior is the actual communication. Words are just the translation we hope matches.

You can’t talk your way into a culture of accountability while showing up late to your own meetings. You can’t preach work-life balance while sending emails at midnight. You can’t demand innovation while punishing every failed experiment.

The gap between what we say and what we do? That’s not a communication problem. That’s a credibility leak. And it drains faster than we think.

Your team isn’t listening to your words about priorities. They’re watching where you spend your Tuesday afternoon. They’re noticing who gets your attention and who gets your leftovers. They’re reading the meeting you skipped, the question you dismissed, the promise you forgot.

The founder who wants urgent customer focus but hasn’t talked to a customer in three months? The leader demanding efficiency while hoarding decisions? They’re teaching, all right. Just not what they think.

If you want to change the culture, change what you do before lunch tomorrow.

Because modeling isn’t something you add to leadership.

It’s the only leadership there is.

Maps beat momentum

Oct 29, 2025

You’re driving fast. You know the general direction. You feel productive.

But do you actually know where you’re going?

Most mid-market companies confuse motion with progress. They’re scaling—hiring, expanding, executing—without a map. They’ve got a compass (maybe), some gut instinct (definitely), and a vague sense that “up and to the right” is the destination.

Maps don’t just show you where you’re going, they reveal what you didn’t know you needed to see.

The roadblock three miles ahead. The shortcut you’d miss at full speed. The point where your assumptions about the terrain stop matching reality.

Strategy without a visual map is just expensive improvisation. You can’t anticipate what you can’t see. You can’t prepare your team for turns they don’t know are coming. And you certainly can’t make good decisions when everyone’s looking at a different version of the journey.

The expedition leader who skips mapping doesn’t save time. They waste it—backtracking, recalibrating, explaining to confused team members why we’re suddenly changing direction.

Your strategy isn’t a speech or a document locked in a drawer. It’s a map everyone can see, question, and use to make better choices today.

Ask yourself: If someone joined your team tomorrow, could they look at your strategy and know exactly where you’re headed and why? Could they spot the obstacles you’re planning for? Could they see their role in the journey?

If not, you don’t have a strategy. You have a secret.

Where would a map help you or your team today?

The one thing

Oct 28, 2025

If you could only accomplish one thing today, what would it be?

Not three things. Not the five most important items on your list. One.

Tim Ferriss asks this question differently: “If this is the only thing I do today, will I be satisfied that it was a good day?”

Most of us won’t answer honestly. We’ll pick something ambitious that sounds impressive. Or we’ll choose the urgent thing screaming loudest. But the real answer—the one that creates actual value—often hides beneath layers of should-do’s and could-do’s.

The founder confuses revenue with profit. The executive mistakes activity for progress. The consultant conflates billable hours with impact.

Here’s the uncomfortable truth: knowing your one thing requires you to disappoint someone. A client. A colleague. Maybe even yourself.

Because the one thing isn’t always exciting. Sometimes it’s the difficult conversation you’ve been avoiding. The strategic decision that closes doors. The investment in capability that won’t pay off for months.

Your calendar doesn’t reveal your priorities. Your one thing does.

So ask again: If you do nothing else today, what single action would move everything forward? Not what would make you look busy. Not what would make you feel productive. What would actually matter six months from now?

The answer is probably simpler than you think. And harder than you’d like.

That’s how you know it’s the right one.

When the plan fails

Oct 27, 2025

The best disaster plan ever written won’t save you.

Not because planning doesn’t matter—it does. Plans give us direction, options, pathways forward. But when the warehouse floods, the server crashes, or the market shifts overnight, the binder on the shelf isn’t what saves the company.

The people are.

Their capacity to stay present when chaos arrives. Their ability to think clearly while others freeze. The resilience they’ve built through smaller challenges, through practice, through trust in each other.

Plans prepare the organization. But only culture prepares the people.

When disaster strikes, you won’t rise to your plans. You’ll default to your training, your mindset, your team’s collective calm.

Prepare the people, not just the contingencies.

Your quiet place

Oct 26, 2025

The phone stays behind. The book remains closed. The music, off.

Just you and silence.

When was the last time you sat somewhere—really sat—with nothing but your own thoughts for company?

Most of us can’t remember. We’ve trained ourselves to fill every gap, every pause, every moment of potential stillness with something. Anything. A podcast. A scroll. A distraction dressed up as productivity.

But here’s the thing about that quiet place you’re thinking of right now: it’s not about escaping. It’s about returning.

Returning to the part of yourself that gets drowned out by the daily noise. The part that knows things your busy mind keeps forgetting. The part that whispers when everything else shouts.

Your quiet place doesn’t need to be exotic. A chair before dawn. A park bench at lunch. The back porch after dinner. It just needs to be yours and silent.

What happens there?

You remember who you are beneath what you do. You hear the questions you’ve been too busy to ask. You find the clarity that’s been waiting patiently for the noise to stop. You take in whatever you are doing at that moment—drinking coffee, listening to the birds, feeling the chill. Be there now.

If you have that place, go back if you don’t, find it.

Because the connection you’re searching for isn’t out there.

It’s in the quiet you’ve been avoiding.

When you don’t understand

Oct 25, 2025

The gap between what I said and what you heard isn’t always about intelligence.

Sometimes it’s about context you don’t have yet. Or the way I rushed through the explanation. Or simply that this idea needs to marinate before it clicks.

“I don’t understand” might be the bravest thing you say today.

It’s an invitation, for both of us, to slow down and get it right.

Patience isn’t lowering standards. It’s raising the chances we’ll actually connect.

Not every exits needs maximum

Oct 24, 2025

We obsess over maximizing the number.

The banker presents three offers. The first is $47 million, all cash, close in sixty days. The second is $52 million with an earnout. The third is $58 million, but you’ll stay on for three years reporting to someone who doesn’t understand what you built.

Which one is worth more?

The math says $58 million. But math doesn’t measure what happens to your marriage during those three years. It doesn’t account for the innovative project you won’t start. It can’t quantify watching someone dismantle the culture you spent fifteen years building.

Maximum isn’t the same as optimal.

Here’s what the spreadsheet misses: You already have enough. Not enough to buy a yacht—enough to do the work that matters next. Enough to sleep well. Enough to say no to things that don’t fit.

The founder who takes $47 million and walks away might create more value in the world than the one who grinds through an earnout for an extra $11 million. Not because money doesn’t matter, but because freedom and energy and purpose matter differently at different stages.

The question isn’t “What’s the highest number I can get?”

The question is “What am I trying to buy with this exit?”

If the answer is time, autonomy, or the chance to build something new, then maximum might actually cost you everything you’re trying to purchase.

The cost of shortcuts

Oct 23, 2025

We skip the strategy session because we’re “too busy growing.”

We hire before we clarify the role because we need someone “now.”

We chase the new opportunity before we’ve mastered the current one because this one “feels bigger.”

We skip the worksteps, because we want to get it done fast.

Every shortcut promises time saved. Most deliver time squandered.

The research on this is unambiguous. Stanford’s study on decision fatigue shows that rushed decisions require 3x more correction time than thoughtful ones. McKinsey’s analysis of scaling companies reveals that those who “slow down to speed up” grow 2.4x faster over five years than those who don’t.

But here’s what the studies miss: the real cost isn’t in the rework. It’s in the trust you lose with your team when they see you cutting corners. It’s in the culture that learns to value speed over substance. It’s in the founder who wakes up three years later running a company they don’t recognize.

The shortcut never asks, “What kind of organization am I building?” It only asks, “What can I skip today?”

Your competitor who takes the time to define their strategy clearly isn’t slower. They’re compounding. While you’re backtracking to fix what you rushed, they’re building on solid ground.

The work isn’t the obstacle to results. The work is the result.

What if the thing you’re trying to skip is actually the thing that makes everything else possible?

The distraction tax

Oct 22, 2025

What if the real cost isn’t what you’re missing—but what you’re abandoning?

Every “yes” to the shiny opportunity is a “no” to the momentum you’ve built.

The question isn’t what you might gain by chasing something new.

It’s what you’re guaranteed to lose by leaving what matters.

Momentum mirage

Oct 21, 2025

Strategy doesn’t fail. People do.

The conference room fills with confident voices. The strategy is sound—validated, researched, stress-tested. The right people occupy the right seats. The process architecture stands solid. Everyone nods. Everyone agrees.

Then nothing happens.

Not because the plan was wrong. Not because talent was missing. But because the organization refused to acknowledge what moves mountains: momentum.

Research reveals a spiraling relationship—momentum predicts progress toward goals, which then influences subsequent momentum. It’s physics applied to human systems. Objects in motion stay in motion. Organizations at rest stay stuck.

Here’s what leaders miss: Culture isn’t what you say in town halls—it’s the habits performed automatically in similar situations every single day. That morning standup you skipped? That metric you stop tracking? That commitment you let slide? Each becomes permission. Permission becomes pattern. Pattern becomes paralysis.

Cultural transformation requires 18-24 months for new behaviors to become embedded as organizational habits. Not because people are slow. Because consistency is hard. Discipline reflects responsibility for the tasks given. Without it, every day becomes another excuse du jour.

The math is unforgiving. When ten executives drive five changes each, you get fifty improvements annually. But when those same executives empower ten managers who each drive five changes, momentum compounds—suddenly five hundred improvements become possible.

Strategy is your map. People are your engine. Process is your transmission.

But momentum? Momentum is whether the car actually moves.

The question isn’t whether you have the right ingredients. The question is whether you’re willing to show up tomorrow and do what you said you’d do today. And the day after that. And the day after that.

Organizational change momentum is the tendency of the change initiative to keep moving from the current state to the desired state at a speed and in a way that makes sense.

Everything else is just talking about driving.

Monday is a myth

Oct 20, 2025

We’ve invented a calendar of false starts.

Monday. The first of the month. Q1. January 1st. These aren’t beginnings—they’re permission slips we write ourselves to delay what matters.

The founder who waits until Monday to make that difficult call. The executive who postpones the strategic shift until next quarter. The team that tables the crucial conversation until “after the holidays.”

What’s really happening? We’re trading the discomfort of now for the fantasy of perfect timing.

But here’s the thing about Monday: it arrives with the same messy inbox, the same unresolved tension, the same fear you’re feeling right now. Only now you’ve lost a week. Or a month. Or a year.

The summer program that launches in June? Sure, that date matters. Seasonality is real.

But the conversation with your executive team about accountability? The decision to exit that underperforming market? The commitment to finally build that system you’ve been avoiding? None of those care what day it is.

Perfect timing is the enemy of important work.

The sequence goes like this: discomfort, delay, justification, calendar worship, repeat. Each cycle makes the next delay easier to rationalize. We become experts at explaining why Thursday at 2 PM isn’t the right moment, while somehow believing that Monday at 9 AM will be.

Your future self won’t thank you for waiting. They’ll just inherit your current reality, plus the compound interest of inaction.

The best time to start was last Monday.

The second best time is now.

The rules you didn’t choose

Oct 17, 2025

The CEO insists on quarterly thinking because that’s how it’s done. The founder chases venture capital because everyone says you must. The team meets every Monday at nine because… well, that’s when meetings happen.

We inherit rules like we inherit furniture from previous tenants.

Here’s the interesting part: most rules aren’t rules at all. They’re habits dressed up in authority’s clothing. Someone decided something once, it worked (or didn’t), and it calcified into “how we do things here.”

The game of business—of leadership, of scaling—operates on these inherited rules. Show up this way. Communicate like that. Measure these things. The rules provide structure, yes. They offer the comfort of precedent.

But comfort and growth rarely share the same address.

The founders who create extraordinary value? They’re the ones who pause and ask: “Who made this rule, and were they solving my problem or theirs?” They question whether the playbook they’re following was written for a different game entirely. Others have attained success often through their questioning of the rules.

You’re not obligated to play by rules that don’t serve your vision. You can rewrite them. Better yet, you can write new ones.

The question isn’t whether you’re following rules. You are—we all are.

The question is: which rules are you following unconsciously, and what becomes possible when you examine them in daylight?

Packaging is everything

Oct 16, 2025

The wilted flowers in your lobby. The receptionist’s indifferent tone. Your unironed shirt at the client meeting.

That’s packaging too.

Not the box your product ships in—the thousand small choices that signal who you are before you say a word.

The typo in your proposal. The scratched conference room table. How long someone waits on hold.

Packaging opens doors. But substance keeps them open.

Which are you investing in?

When you’re ready

Oct 15, 2025

The teacher appears when the student is ready, they say.

But maybe it’s backwards.

Maybe the teacher was always there. The opportunity. The insight. The next move that would change everything.

You just weren’t looking.

Consider the radio wave. It’s broadcasting whether your receiver is on or not. Turn the dial, and suddenly—signal. The wave didn’t arrive. You did.

Or the GPS satellite. It’s transmitting your exact location right now. But if your device is off, if you’ve decided you already know the way, you’ll drive in circles wondering why the route isn’t revealing itself.

Think about the ripe apple. It doesn’t fall because you’re hungry. It falls because it’s time. But if you’re staring at your phone, you’ll never notice it’s there.

The lock and key. The lock existed before you searched your pocket. The key was there all along. But until you stop jiggling the wrong keys, trying to force doors that aren’t yours, you won’t feel the right one between your fingers.

The echo in the canyon. Shout, and it answers. Stay silent, convinced there’s nothing to hear, and the canyon keeps its secrets.

Perfect timing isn’t cosmic alignment.

It’s permission you give yourself to pay attention.

What are you closing yourself to?

Which move matters

Oct 14, 2025

The chess player stares at the board. Thirty-two pieces. Infinite possibilities. Paralysis.

The founder faces the same board every morning. Product roadmap. Hiring decisions. Market expansion. Customer retention. Everything feels urgent. Nothing feels certain.

Here’s what the grandmaster knows that most players don’t: The best move isn’t the one that does the most. It’s the one that eliminates the moves that don’t matter.

Strategy isn’t an addition. It’s subtraction with purpose.

You can’t play every game. You can’t pursue every opportunity. You can’t be everything to everyone. The market rewards the player who sees the board differently—who understands that saying “not now” to good moves creates space for great ones.

The mid-market founder’s dilemma isn’t a lack of options. It’s too many. Each one is reasonable. Each one is defensible. Each one is pulling resources and attention in slightly different directions.

Meanwhile, your competitor isn’t playing more moves. They’re playing fewer. Better ones. With conviction.

The question isn’t which move wins the game. It’s what moves you’re brave enough not to make.

Because the board only rewards clarity. And clarity comes from the discipline to see what matters and the courage to ignore what doesn’t.

Your next move is waiting. However, first, you may need to remove three pieces from the board.

The familiar trap

Oct 13, 2025

We call Brussels sprouts “disgusting” until we’re thirty-five.

Then something shifts. The same vegetable—identical chemistry, same bitter compounds—suddenly tastes good. What changed? Not the sprout. You did.

Psychologists call it the “mere exposure effect.” The more we encounter something, the more we prefer it. It’s why we love our hometown’s skyline but find another city’s “weird.” Why our playlist feels right and our teenager’s music sounds like chaos.

Here’s the trap: our brains are optimizing for comfort, not growth.

Dr. Robert Zajonc’s research revealed we can develop preferences for things we don’t even consciously remember seeing. Familiarity operates below awareness, quietly building walls around what we already know.

The entrepreneur who only reads business books. The leader who surrounds herself with people who think exactly like she does. The company that hires for “culture fit” instead of culture addition.

They’re all eating the same meal. Every. Single. Day.

Innovation doesn’t come from the familiar. Neither does empathy. Or competitive advantage. Or the ability to see what your market actually needs instead of what you’re comfortable providing.

The science is clear: neuroplasticity—your brain’s ability to form new connections—requires novelty. Not comfort.

So the question isn’t whether you should subject yourself to the unfamiliar. It’s whether you can afford not to.

That podcast in a language you’re learning. That conference outside your industry. That conversation with someone who voted differently.

It won’t all taste good at first.

That’s precisely the point.

The camel question

Oct 12, 2025

The camel and the dromedary serve the same purpose. Both cross deserts. Both carry loads. Both endure harsh conditions that would break lesser creatures.

Yet one has two humps, the other has one.

That distinction? It matters more than we think.

Your competitor down the street might serve the same customers. They might offer similar products. They might even deliver comparable results. But here’s what most founders miss: similarity isn’t sameness.

The difference—the real difference—isn’t just marketing theater. It’s not about being “unique” because some consultant told you to stand out. It’s about choosing what you’re willing to be known for and, more importantly, what you’re willing to give up.

When you clearly define your distinction, two things happen. First, the right customers find you faster. They’re not comparison shopping anymore; they’re seeking you specifically. Second—and this is where it gets interesting—everything gets simpler for you.

Clearer positioning means easier decisions. Better hiring. Simpler operations. Less energy wasted pretending to be everything to everyone.

The dromedary doesn’t try to grow a second hump. The camel doesn’t apologize for having two.

What if you stopped hedging? What if you made your distinction so clear that people either got it immediately or moved on?

That’s not limiting your market. That’s creating one.

The question isn’t whether you’re different. You already are. The question is whether you’re brave enough to make that difference matter.

Your job isn’t a pension

Oct 11, 2025

Your role changed yesterday. And the day before. And tomorrow it will change again.

The market doesn’t care about your tenure. It cares about your relevance.

Organizations evolve or they die. Not to grow necessarily, but to survive. Your role is the same. It morphs with technology, competition, and customer demands.

Expecting every change to come with a raise? That’s nostalgia dressed as strategy.

The real question: Are you evolving as fast as the work itself?

Standing still feels safe. It isn’t. It’s just slower erosion.

Your worth isn’t what you were hired to do three years ago. It’s what you’re capable of doing tomorrow.

Prove it. Or watch someone else will.

The echo chamber masquerade

Oct 10, 2025

You called it a discussion.

But if only one perspective gets airtime, you’re not building commitment—you’re performing consensus.

Here’s the thing: agreement without tension is just noise in a box. You might as well lock yourself in a room and argue with the walls: same outcome, less theater.

Real commitment requires conflict. Not the explosive kind—the generative kind. The kind where ideas clash and better ones emerge.

When everyone nods along, nobody’s actually listening. They’re waiting.

Waiting for permission to leave.

The loudest voice loses

Oct 9, 2025

The executive speaks first in the meeting. Always.

Not because she’s asked a question. Not because she’s genuinely curious. But because her certainty demands an audience.

Here’s what she doesn’t know: Research from Harvard Business School shows that when leaders speak first, team input drops by 85%. The room doesn’t go quiet because people agree. It goes quiet because the game is already over.

Consider the product manager who interrupts with “That won’t work in our market” before the engineer finishes her sentence. He’s not contributing—he’s protecting his view of the world. The cost? The breakthrough idea that dies in someone’s throat.

Or the founder who dominates the board meeting, broadcasting solutions instead of exploring questions. Columbia University found that executives who speak more than 40% of the time in strategic discussions are 30% more likely to make decisions that fail within two years.

The pattern is clear: Influence isn’t volume.

When you blurt instead of inquire, you’re not just missing better answers. You’re training your organization to stop offering them. The talented people? They leave. The ones who stay? They learn that survival means silence.

The CMO who declares “customers want lower prices” without asking why conversion dropped. The CFO who announces “we can’t afford it” before understanding the return. They think they’re leading.

They’re actually isolating themselves from the truth.

The irony: The leader who speaks least often wields the most influence. Because questions create space, curiosity invites wisdom. And the team that feels heard builds the future you’re too busy talking to see.

Your choice isn’t about being right today.

It’s about whether anyone will tell you when you’re wrong tomorrow.

What’s in your name?

Oct 8, 2025

The caseworker doesn’t work on cases. She works with people navigating the most challenging moments of their lives.

Yet we call her a caseworker.

Names aren’t neutral. They’re tiny manifestos about what we value, what we see, and who we think we are.

Consider the product your team spent months building. You named it “Solution X” or “Platform 2.0” because it described what it does. But your customer doesn’t buy what it does. They buy what it means to them.

The Chief Compliance Officer. The Associate. The Resource Manager. Each title whispers a story about hierarchy, permission, and possibility. Or the lack thereof.

Here’s the uncomfortable truth: the names you choose reveal the culture you’ve built more accurately than your mission statement ever will.

When you call someone a “team member” instead of an “employee,” you’re not playing semantic games. You’re declaring whether they’re interchangeable parts or essential contributors.

When your product names sound like they came from a committee terrified of being interesting, you’re telling customers you’re afraid to stand for something.

The most successful organizations treat naming as a strategic approach, not an administrative task. They understand that “Director of First Impressions” isn’t silly—it’s a signal that every interaction matters. That “Customer Success” isn’t just rebranded support—it’s a commitment to outcomes over tickets.

Your names either inspire people to lean in or permit them to check out.

What story are you telling?

The retention recession

Oct 7, 2025

You spent six months recruiting her. Two weeks training him. Three years developing them into leaders who actually understand your business.

Then they left.

Not for more money. For a place that felt less exhausting.

Here’s the thing about talent markets nobody wants to say out loud: The war isn’t for talent anymore. It’s for staying. And most companies are still optimizing their weapons for the wrong battle.

We built entire industries around acquisition. Recruiters. Headhunters. Signing bonuses. Onboarding programs that feel like summer camp orientation. Meanwhile, the quiet exit—the one that happens six months before someone actually leaves—goes completely unnoticed.

The math is brutal. Replace a mid-level manager? That’s 150% of their salary in hard costs, plus the institutional knowledge that walks out with them. The client relationships. The unwritten processes. The trust that took years to build.

Culture isn’t the ping pong table. It’s not the mission statement gathering dust in the conference room. Culture is what happens when things go wrong. It’s whether people feel safe to speak up, are seen when they contribute, and are connected to something larger than their job description.

The companies winning the retention game aren’t offering more perks. They’re asking better questions: Do people know what matters most? Can they see their impact? Do they trust their leaders to tell them the truth? Do they believe their supervisor cares about them?

The moment you stop treating retention as a problem to solve and start treating it as a culture to build, people stop looking for the exit.

Instead, they start looking for ways to contribute more.

The meeting tax

Oct 6, 2025

Your calendar isn’t filling up. It’s compounding.

Every meeting you accept doesn’t just cost an hour. It costs preparation beforehand, context-switching afterward, and the follow-up meetings it spawns. Like credit card debt, the interest continues to accumulate.

The math is brutal: A weekly one-hour meeting costs your company 52 hours this year. But it also costs next year’s 52 hours. And the year after that. You just signed a three-year contract without reading the terms.

Three meetings earn their keep: Your weekly team planning session. Your daily huddle (three times weekly). Your 1:1s with direct reports. These are non-negotiable rhythms that create alignment and connection.

Everything else? Up for audit.

The Three-Step Meeting Audit:

Step 1 – The Renewal Test: If this meeting were a subscription service, would you renew it today? If you hesitate, you have your answer.

Step 2 – The Alternative Question: Could this be an async update, a Loom video, or a shared doc with comments? If yes, cancel the meeting. Schedule the alternative.

Step 3 – The Outcome Check: What decision or action must emerge from this meeting? If you can’t name it specifically, the meeting fails the test.

Let go of the hour: While we typically refer to meetings as being an hour long, they do not need to be. Be brutal, cut back, be efficient.. Provide agendas, premeeting preparation materials, and define the outcomes before you start. At the very least, start five after, end five before. Breathe in between.

The meeting tax compounds. But so does the dividend of ruthless prioritization.

What are you ignoring?

Oct 5, 2025

The best performers don’t consume more information—they ignore more of it.

We’ve confused being informed with being productive—your inbox overflows. Your feed refreshes endlessly—another framework, another podcast, another urgent insight demanding attention.

But here’s the trap: Every yes to new information is a no to deep work. Every minute scanning is a minute not creating.

The high performer who breaks through isn’t the one who reads everything. She’s the one who knows her One Thing—that singular project, that core skill, that essential outcome—and lets everything else fade to background noise.

Information abundance doesn’t necessarily lead to better results. It creates decision paralysis.

So ask yourself: What if your competitive advantage isn’t what you know, but what you’re brave enough to ignore?

Strategic subtraction

Oct 4, 2025

Trader Joe’s carries 4,000 products. Walmart stocks 120,000.

Yet which store makes choosing easier?

The paradox isn’t just for retailers. It’s for everyone making decisions.

We think more options equal better outcomes. But the freelancer who says yes to every project becomes mediocre at all of them. The executive who attends every meeting leads nothing. The parent who signs their child up for six activities creates exhaustion, not excellence.

Subtraction isn’t about deprivation. It’s about direction.

Trader Joe’s curates relentlessly because unlimited choice paralyzes customers. They’ve removed the burden of comparison shopping and replaced it with trust.

You can do the same. Not as a leader mandating constraints—as a person making strategic choices.

What if you removed one commitment this week? Not to do less, but to do what matters more.

The constraint isn’t the enemy of creativity. It’s the birthplace of it.

What is real?

Oct 3, 2025

Reality used to be stable. Nations, jobs, even identities felt fixed. Today, everything is fluid. Technology redraws industries in months, not decades. Borders bend under digital migration. Work once rooted in offices now floats in clouds.

The unsettling part isn’t the change—it’s our preparation. Most leaders still cling to models built for a slower world. We measure progress in years when disruption arrives in weeks. We teach skills that expire before the ink on the diploma dries.

Reality is no longer what’s around us. It’s what’s shifting beneath us. The question isn’t whether the world will change—it already has. The question is whether we’re willing to shed yesterday’s map and learn to navigate with no compass.

Reality today is uncomfortable, chaotic, and alive. Pretending otherwise is the surest path to irrelevance.

Speed vs. Velocity

Oct 2, 2025

Your competitor just launched three new products. You launched one.

Who’s winning?

The question itself reveals our obsession with speed. More launches. More meetings. More initiatives. We celebrate busyness and mistake motion for progress.

But physics taught us something different. Speed is how fast you’re moving. Velocity is how fast you’re moving toward something specific.

The CEO who fills her calendar with eighteen strategic priorities isn’t moving fast. She’s moving everywhere, which means she’s going nowhere that matters.

Meanwhile, the founder who says “no” to fourteen opportunities to focus on four isn’t slow. He’s simply aiming.

Here’s the uncomfortable truth: speed without direction is just expensive wandering. You’ll burn cash, exhaust your team, and arrive precisely where you didn’t intend to go—quickly.

The difference between the two? Clarity about the destination.

Before you accelerate, ask: toward what? Not “what can we do?” but “what should we do that moves us closer to the future we’re building?”

Because the fastest runner doesn’t travel the shortest distance between two points, it’s traveled by the one who knows which two points matter.

Your competition might be sprinting. But if they’re pointed the wrong way, your deliberate walk in the right direction wins every time.

The question isn’t whether you can move faster. It’s whether you know where you’re going well enough to deserve the speed.

When winning costs everything

Oct 1, 2025

The shortcut always costs more than it saves.

We know this. The executive who fudges the numbers to hit the quarter. The founder who promises features that don’t exist. The leader who takes credit for someone else’s work.

They got what they wanted. For now.

But here’s what Cal Newport understood and Matthew McConaughey recently reminded us: values aren’t constraints on success—they’re the foundation of it.

The hard part isn’t avoiding the obvious wrongs. Nobody wakes up planning to lie, cheat, or steal. The hard part is the thousand small moments where bending your principles seems harmless. Where “just this once” feels justified. Where everyone else is doing it.

That’s when the real test happens.

Because values aren’t about morality theater. They’re about identity. Every time you compromise a fundamental truth about who you are, you’re not just doing something wrong—you’re becoming someone different.

The executive who justified the fudged numbers? Now they’re someone who fudges numbers.

The politician who lied for votes? Now they will do anything for a vote.

The founder who stretched the truth? Now they’re someone customers don’t quite trust.

McConaughey called them “fundamental truths”—the non-negotiables you revert to when pressure mounts. Newport frames them as the compass that keeps deep work possible when shallow work seduces.

Both pointing to the same insight: sustainable success doesn’t come from abandoning your values when things get hard. It comes from having values so clear that the hard decisions become obvious.

The shortcut promises speed. Your values promise you’ll still recognize yourself when you arrive.

Choose accordingly.

I don’t know

Sep 30, 2025

We’ve been sold a lie about certainty.

The CEO who projects absolute confidence? She’s burning credibility with every forced answer. The founder who never says “I don’t know”? He’s teaching his team that pretending is more valuable than learning.

Here’s the shift: Uncertainty isn’t weakness—it’s the only honest response to a world that moves faster than your last board meeting.

When you admit you don’t know, three things happen immediately. Your team stops performing certainty and starts solving problems. Your clients trust you more because they know you won’t fake it. And you create space for the people who do know to step forward.

The vulnerability premium isn’t about confession theater. It’s about building organizations where truth moves faster than ego.

Which companies are winning right now? They’re led by people brave enough to say “I don’t know” and curious enough to add “let’s find out.”

That’s the premium. Not weakness. Permission.

The algorithm knows

Sep 29, 2025

Your best salesperson just got replaced.

Not by another human. By an algorithm that never takes lunch breaks, never has bad days, and somehow knows your customer’s purchase history better than they do.

Here’s the uncomfortable truth: Your customers are already asking Alexa what to buy before they call your sales team.

The knee-jerk reaction? Panic. Train harder. Sell faster. Add more features to the pitch deck.

But what if this shift isn’t your enemy?

What if it’s the permission you’ve been waiting for to stop being order-takers and start being problem-solvers?

When AI handles commodity transactions—the predictable reorders, the obvious upgrades, and the routine replenishments—your people are freed up for the work that actually matters.

The messy conversations. The strategic partnerships. The moment when someone says, “I don’t even know what question to ask.”

The algorithm knows what your customer bought last month.

Your sales team knows why they’ll need something completely different next year.

That’s not a replacement. That’s elevation.

The companies winning this transition aren’t the ones fighting the algorithm. They’re the ones dancing with it, using AI to handle the transactional so humans can focus on the transformational.

Your customers don’t want another pitch. They want insight they can’t Google or Chat.

The algorithm commoditizes information. You create understanding.

Guess which one scales value?

Stop being nice

Sep 28, 2025

Nice is overrated.

We’ve been trained to believe that nice equals good. That politeness trumps progress. Avoiding discomfort is often more important than creating change.

But nice has a problem: it doesn’t help.

The colleague who says nothing about the spinach in your teeth? They’re being nice. And unhelpful.

The manager who avoids the difficult conversation about performance? Nice. And destructive.

The friend who nods along with your terrible business idea? Nice. And complicit in your future failure.

Here’s what we need instead: kindness.

Kindness requires courage. It demands we care enough to risk the momentary discomfort of truth-telling. Kind people point out the spinach. They have the hard conversation. They ask the difficult question.

The spinach test reveals everything. Your “nice” colleague lets you walk into the boardroom presentation looking foolish. Your kind colleague whispers, “Hey, you’ve got something in your teeth.”

Who actually cares about you?

Nice protects the speaker. Kind protects the listener.

Nice avoids conflict. Kind prevents disasters.

Nice feels good in the moment. Kind creates lasting value.

The organizations that thrive don’t hire nice people—they hire kind ones. People are willing to speak up when something’s not working. People who care enough to be uncomfortable.

Because here’s the paradox: the kindest thing you can do is stop being so nice.

As expected

Sep 27, 2025

The CEO smiled. The board nodded.

But expectations are dreams wearing business suits.

The market doesn’t care about your expectations. Your customers don’t owe you their attention because you expected it.

Dreams need action to become facts.

The gap between expectation and reality isn’t a measurement problem.

It’s an execution problem.

Leadership leap

Sep 26, 2025

The promotion feels like validation—finally, recognition for your expertise.

But here’s the paradox: the very skills that earned you the corner office are precisely the ones holding you back from succeeding in it.

The best salesperson becomes a terrible sales manager. The brilliant engineer struggles as CTO—the star performer flounders in leading the team.

Why?

Because leadership isn’t about doing the work better—it’s about seeing the job differently.

As Marshall Goldsmith reminds us, “What got you here won’t get you there.” The mindset that drives individual achievement operates from a scarcity perspective. My performance. My results. My expertise.

Leadership demands abundance thinking. Their growth. Their success. Their potential.

The leap isn’t about acquiring new skills. You can learn delegation techniques and communication frameworks. The leap is about rewiring your definition of success.

From “How can I solve this?” to “How can I help them solve this?”

From “What do I need to accomplish?” to “What do we need to become?”

The hardest part of climbing the leadership ladder isn’t the increased responsibility.

It’s letting go of being the hero of your own story.

The moment that decides

Sep 25, 2025

Your mission statement doesn’t define your company.

It’s defined by Tuesday at 3:47 PM when a customer’s order arrives damaged and they call your support line, frustrated.

It’s the moment when their subscription renewal fails and they get an automated rejection email.

It’s when they’re standing in your lobby, clearly lost, while your receptionist stays glued to their screen.

These moments don’t appear in your quarterly reviews. They’re not measured in your dashboards. But they’re when customers discover who you really are.

The average company follows protocol.

The remarkable one recognizes the moment.

When the widowed customer calls to cancel their late spouse’s account, do you process the cancellation? Or do you pause, acknowledge their loss, and handle it with grace?

When the frustrated client is clearly having their worst day, do you stick to the script? Or do you show up as a human being first, and then as a company representative second?

Because scaling isn’t just about revenue and systems. It’s about becoming the kind of organization that doesn’t hide behind policies when humanity is required.

The moment always arrives.

Your customers are watching. Not your branding. Not your efficiency metrics.

They’re watching how you handle the moment when it matters most.

Did anyone ask?

Sep 24, 2025

The new feature. The helpful service. The thoughtful gesture. The planning tool.

All wonderful things. All created with the best intentions.

But here’s the uncomfortable question: Did anyone ask if that’s what they actually needed?

We tell ourselves we’re being customer-centric. We say we’re adding value. We convince ourselves it’s all about them.

Yet the real question lurks beneath: Who does this really serve?

The restaurant that adds seventeen new menu items isn’t helping the overwhelmed diner. The software that ships twenty new features isn’t solving for the confused user. The intensive planning system that does not simplify the process.

The executive who creates another initiative isn’t necessarily meeting a market need.

Sometimes the most generous thing we can do is ask first. Listen deeply. Resist the urge to build what we want to build.

Because value isn’t what we think we’re giving.

Value is what they actually need.

The billion-dollar-break

Sep 23, 2025

The most expensive meeting in Silicon Valley never happened.

It was the one where the breakthrough idea would have emerged—if only the founder hadn’t been too “busy” to let his mind wander.

We’ve created a culture that celebrates the grind. Ninety-hour weeks become badges of honor. “Always on” becomes the gold standard.

But the data tells a different story.

The most valuable companies weren’t built by people who never stopped working. They were built by people who knew when to stop working.

Reed Hastings didn’t conceive Netflix during a board meeting. He conceived it during a forty-dollar late fee incident at Blockbuster—a moment of frustration that only had space to breathe because he wasn’t buried in spreadsheets.

Sara Blakely didn’t invent Spanx while optimizing supply chains. The idea hit her while getting ready for a party, struggling with pantyhose.

The pattern is unmistakable: breakthrough thinking requires breakthrough space.

Yet we schedule ourselves into creative bankruptcy. We mistake motion for progress, meetings for momentum.

The leaders who scale don’t just build systems—they protect their capacity to see what others miss. They understand that the most productive thing they can do is occasionally be unproductive.

Not because they’re lazy. Because they’re strategic.

The next time someone questions your commitment because you’re unreachable on Saturday morning, remember this: your competitors are probably in another meeting right now.

And while they’re busy being busy, you might just be having the thought that changes everything.

Beautiful failures

Sep 22, 2025

The sleek gadget sits perfectly in your palm. Award-winning design. Instagram-worthy aesthetics.

It doesn’t work.

The artfully plated meal arrives with flourish—microgreens positioned just so, sauce drizzled with precision.

It tastes terrible.

We’ve confused the wrapper for the gift.

Form seduces. It opens doors, starts conversations, creates that crucial first impression. But function delivers on the promise.

The most beautiful strategy deck means nothing if it can’t be executed. The perfectly branded company that can’t serve customers is just expensive theater.

Your customers don’t frame your marketing—they use your product.

What works trumps what looks good. Every time.

The question isn’t whether your offering is beautiful. The question is: does it keep its promise?

Your people

Sep 21, 2025

You walk into the room. Faces look up. You’re wearing the right clothes, speaking the right language, checking all the boxes.

Yet something’s off.

You belong here on paper. But belonging on paper isn’t belonging at all.

Maslow knew something we often forget: the need to belong sits right at the center of his hierarchy. Not at the bottom with survival needs. Not at the top with self-actualization. Right in the center, where it anchors everything else.

The Harvard Study of Adult Development—tracking lives for over 80 years—discovered that relationships matter more than money, more than career success, more than the metrics we obsess over in spreadsheets.

Belonging isn’t about finding people who think exactly like you.

It’s about finding people who share the same interests and values as you. Who gets energized by the same problems? Who sees the same possibilities in the mess?

Your people aren’t necessarily the people in your industry. They’re not always the people in your zip code or tax bracket.

Your people are the ones who nod when you explain what keeps you up at night. Who understands why that seemingly minor detail matters so much? Who doesn’t think you’re crazy for caring about the thing you can’t stop caring about?

The danger isn’t that you won’t find your people.

The danger is spending so much time trying to fit in with people who aren’t your people that you forget what you actually stand for.

When you finally stop performing for the wrong audience, something remarkable happens. You start attracting the right one.

Friendship is a story we tell ourselves about people who show up the same way, every time. Your team, your customers, your tribe—they’re all friendship stories waiting to be written.

Authenticity is impossible to measure. Consistency isn’t.

“We are not nouns, we are verbs. I am not a thing… I am a person living a life.” —Stephen Cope

Your people are waiting for the real you to show up.

Great leaders are challenged

Sep 19, 2025

Most leaders think they want agreement. They mistake harmony for health and consensus for competence.

However, research from Harvard Business School reveals a different perspective. Teams with constructive conflict make better decisions 87% of the time compared to teams that avoid disagreement.

Amy Edmondson’s groundbreaking work on psychological safety reveals a truth many leaders miss: organizations where people feel safe to disagree, question, and challenge ideas consistently outperform those where dissent is discouraged.

Consider Ray Dalio’s principles at Bridgewater Associates. Their culture of “radical transparency” and encouraged disagreement helped them become one of the world’s most successful hedge funds. Dalio actively rewards people who challenge his thinking.

The Silence Tax

When leaders shut down opposing voices, they pay what researchers call the “silence tax.” Critical information doesn’t flow upward. Blind spots grow larger. Bad decisions get worse.

This pattern repeats everywhere. Families where parents can’t handle pushback raise children who either rebel completely or never learn to think independently. Nations that silence dissent historically collapse under the weight of their own delusions.

Jim Collins found that Level 5 leaders—those who built companies from good to great—had a common trait: they created environments where the brutal facts could be heard, especially when those facts challenged their own thinking.

Building Your Opposition

The best leaders don’t just tolerate dissent—they cultivate it. They ask harder questions. They promote the people who respectfully challenge them. They make it safe to be wrong, which paradoxically makes the organization more right.

Whether you’re running a boardroom, a household, or a democracy, the principle holds: your job isn’t to be right all the time. Your job is to create conditions where the best ideas win, even when they’re not your ideas.

The leaders who can’t handle pushback will find themselves surrounded by people who tell them what they want to hear. And that’s precisely when they stop leading and start failing.

Who was the last person to challenge one of your decisions successfully, and were you strong enough to handle the criticism, reflect on it, and adapt as required? Or did you merely fire or expel them?

High performers create growth

Sep 19, 2025

McKinsey’s research on 600,000 employees reveals a striking finding. The correlation between current performance and future potential isn’t random—it’s predictable.

High performers don’t just execute well today. They actively seek stretch assignments, volunteer for complex projects, and push beyond their comfort zones. This behavior creates what psychologists call “learning velocity”—the rate at which someone acquires new skills and adapts to complexity.

Stanford’s Carol Dweck found that people with a growth mindset outperform their peers by 47% in challenging situations. They view obstacles as opportunities rather than threats. This explains why your 9-box superstars consistently land in that coveted top-right quadrant.

Low performers often plateau because they avoid risk. They complete assigned tasks but rarely volunteer for the unknown. Their neural pathways become rigid, creating what researchers call “cognitive entrenchment.”

Here’s what this means for leaders.

Performance reveals character. When someone consistently delivers results while taking on new challenges, they’re showing you their capacity for growth. They’re not just good at their current job—they’re preparing for the next one.

Stop promoting people based solely on tenure or technical skills. Those metrics tell you about yesterday, not tomorrow.

Instead, look for pattern recognition. Who tackles problems they’ve never seen before? Who asks for feedback and actually uses it? Who makes their teammates better?

The 9-box isn’t just an assessment tool—it’s a prediction engine. Use it to identify your future leaders before your competitors do.

The best companies don’t wait for potential to emerge. They spot it early and invest accordingly.

Your high performers are already preparing for roles that don’t exist yet. They’re your competitive advantage, hiding in plain sight.

When will you start

Sep 18, 2025

The perfect moment is a myth we sell ourselves.

You’re waiting for the right time to have that difficult conversation. To make that career move. To start that business. To fix that relationship.

But here’s what actually happens while you wait: nothing.

The economy will always have uncertainty. Your schedule will never clear up completely. You’ll never feel 100% ready. The stars won’t align.

Meanwhile, someone else with worse credentials and less experience just started. They’re learning by doing while you’re perfecting your plan.

The people who create extraordinary outcomes don’t wait for good times. They create them.

Every significant decision in your life happened when the timing was questionable. You took that job when you weren’t sure you were qualified. You moved to that city when it felt risky. You committed to that relationship when you couldn’t guarantee the outcome.

The best time was probably last year. The second best time is now.

Your future self isn’t waiting for you to feel confident. They’re waiting for you to begin.

Breaking point

Sep 17, 2025

Geraint Thomas crashed out of the 2019 Tour de France. Not from exhaustion. From three seconds of lost focus on a routine descent. Months of training, gone.

Marathon runners don’t quit at mile 26. They quit at mile 18 when their mind whispers “impossible.”

Sports psychologist Jim Loehr found that 85% of athletic performance is mental. The body follows what the brain believes.

You’ve experienced this. The client presentation where confidence abandoned you mid-sentence. The board meeting where you fumbled a simple question. Perfect preparation, flawless execution for months, then one moment of mental static.

Your strategy was sound. Your team was ready. But your internal narrative shifted from “I can” to “I can’t.”

Elite athletes don’t avoid breaking points. They prepare for them. They practice mental resets during training. They rehearse comeback scenarios.

Your leadership needs the same conditioning. The strongest don’t break less often. They break better and rebuild faster.

Fishing instead of teaching

Sep 16, 2025

Most leaders would rather starve their growth than let go of the fishing rod.

You know the difference between feeding someone and teaching them to fish. Yet when Monday morning arrives, you’re back at the water’s edge, casting lines for everyone else.

The math is brutal. One person needing fish becomes five, then fifteen. Your day stretches from managing tasks to managing an entire ecosystem of dependencies. The very people you hired to help scale become anchors dragging you deeper into the tactical weeds.

The Sentiment Trap

But here’s where it gets messy. Not everything should be delegated.

When your biggest client calls upset, when a key relationship needs nurturing, when the stakes involve trust you’ve spent years building—these moments require your emotional fingerprint. No amount of process documentation can transfer the weight you carry for specific outcomes.

The question isn’t whether to delegate. It’s knowing which pain you’ll choose.

Take the pain now of training someone imperfectly, watching them stumble through tasks you could complete in half the time. Accept that their version won’t match your internal standard.

Or take the pain later when your calendar owns you, when every decision flows through your desk, when the business that was supposed to free you becomes your most demanding employee.

Choose Your Constraint

Innovative leaders protect their emotional bandwidth for what truly matters. They delegate the mechanics and guard the relationships that only they can steward.

The fishing rod isn’t going anywhere. The question is whether you’re using it to feed people or to teach an entire organization how to feed itself.

Your constraint will always be you—until you decide it won’t be.

Courage needs fear

Sep 15, 2025

Our team values courage. We tackle the impossible, attempt the unthinkable.

But we live with fear daily. Fear of failure haunts us.

Here’s what we’ve learned: courage requires fear. Without it, there’s no courage—just recklessness.

Each fear we push through clarifies the path to our next insurmountable obstacle. Fear becomes our compass, pointing toward what matters most.

The uncomfortable truth? Those moments when fear grips you hardest are precisely when courage matters most.

Your fear isn’t holding you back. It’s showing you where to go next.

Earned vs proclaimed

Sep 13, 2025

Watch two people enter a room with the same credentials.

One has spent years doing the work. Late nights solving problems nobody else wanted to tackle. Failed experiments that taught hard lessons. Conversations with customers who didn’t hold back their criticism. This person carries themselves with quiet assurance—they know what they can deliver because they’ve delivered it before.

The other has spent years talking about the work. Polished presentations about potential. Strategic conversations about capabilities. Networking events where they position themselves as experts. This person carries themselves with loud certainty—they know what they should be able to deliver because it sounds impressive.

The first person asks better questions. They’ve learned that every problem has hidden complexity. Their confidence comes from having navigated that complexity successfully, repeatedly.

The second person gives better answers. At least initially. They’ve learned what people want to hear. Their arrogance comes from believing their own presentations.

Here’s what separates them: when things get difficult—and they always do—the first person gets to work. The second person gets defensive.

Confidence whispers because it doesn’t need to shout.

Arrogance shouts because it’s afraid of the silence.

The work always wins in the end. The market has a way of sorting out who has done it from who has talked about it.

Your reputation isn’t built on what you claim you can do. It’s built on what you’ve already done, especially when nobody was watching.

What makes you special

Sep 13, 2025

The checkout line moves fast. Same greeting. Same process. Same transaction.

But then someone remembers your name. Asks about your project. Notices you chose the difficult option last time.

Suddenly, you’re not just another customer.

Special isn’t about price cuts or fancy packaging. It’s about being seen. Acknowledged. Treated like you matter.

Most businesses miss this. They optimize for efficiency, not connection. They scale systems, not relationships.

Your competitor down the street? They’re probably doing the same thing you are. Same product. Same price. Same indifferent service.

The opportunity sits right there.

When traffic stops moving

Sep 12, 2025

You’re late for the board meeting. The highway becomes a parking lot. Your phone buzzes with texts asking where you are.

Here’s what separates good leaders from great ones: how they handle the uncontrollable.

Traffic jams don’t care about your calendar. Market downturns don’t check your revenue targets. Key employees don’t time their resignations around your convenience.

The frustrated CEO honks and weaves in and out of lanes. The seasoned leader uses the time to think through the presentation one more time.

Southwest Airlines built its culture around this principle. When flights get delayed, their crews turn waiting into an experience. They know the delay isn’t the problem—how you handle it is what customers remember.

Your team watches how you respond when things go sideways. They’re not looking for perfection. They’re looking for composure under pressure.

The traffic will clear eventually. Your response to it becomes part of who you are as a leader.

What you do in the spaces between control and chaos defines your leadership more than any strategic plan ever will.

When good gets dangerous

Sep 11, 2025

Good enough used to be enough.

Your obsession with quality got you here. The late nights perfecting the product. The endless revisions. The refusal to ship anything less than your personal best.

But now you’re stuck.

While you’re polishing, competitors are shipping. While you’re perfecting, markets are moving. While you’re obsessing over the details that only you notice, customers are buying solutions that work well enough.

The cruel irony is that excellence became your cage.

Jim Collins talks about Level 5 leaders who combine personal humility with professional will. But even he warns about the perfectionist trap. When the pursuit of great becomes the enemy of good enough to win.

Your obsession served you in the startup phase. Every detail mattered because you had one shot to get noticed. But scaling requires different math.

Now you need systems that work at 80% efficiency rather than processes that achieve 100% perfection. You need people who can execute well rather than waiting for the perfect hire. You need products that solve customer problems rather than monuments to your craft.

The hardest thing for obsessive founders is recognizing when their superpower becomes their kryptonite, when the very trait that built the business starts choking its growth.

The market doesn’t care about your internal standards. It cares about value delivered consistently.

Your obsession with quality might be the very thing preventing you from achieving the scale and impact you actually want.

Systems thinking

Sep 9, 2025

Warren Buffett once said, “In the business world, the rearview mirror is always clearer than the windshield.” But what happens when leaders refuse to look up from their dashboards entirely?

The ecosystem doesn’t care about your quarterly targets.

Your customers exist in a web of relationships, economic pressures, and cultural shifts that extend far beyond your product. Your competitors draw inspiration from industries you’ve never considered. Your employees bring concerns from their communities, their families, their side hustles.

Yet we manage as if our organizations operate in sterile isolation.

Research from MIT’s Sloan School reveals that companies practicing “systems thinking” outperform narrow-focused peers by 23% in profitability. The data is clear: peripheral vision pays.

The irony cuts deep. The moments when pressure mounts highest—market volatility, competitive threats, internal crises—are precisely when leaders tighten their focus. They zoom in when they should zoom out. They solve symptoms while root causes multiply in the shadows.

Strategic myopia isn’t a leadership flaw. It’s a survival instinct gone wrong.

The best leaders operate like jazz musicians. They listen to the entire ensemble while playing their part. They hear the rhythm section, the melody, the audience response. They adjust not just to their own notes, but to the music being created around them.

Before you dive deep into any problem, step back. Survey the landscape. Notice the connections, the patterns, the ripple effects you hadn’t considered.

The ecosystem rewards those who see it whole.

Sense of humor

Sep 9, 2025

Some people laugh at spilled coffee. Others let it ruin their morning.

The coffee doesn’t care which you choose.

But everyone around you does.

Hearing amd listening

Sep 8, 2025

Ever notice how the loudest person in the room rarely gets what they want?

There’s something strange happening in boardrooms everywhere. Leaders who built empires by listening are now drowning in noise they can’t turn off.

We hear our phones buzz. Our email chime. Our calendar reminders. Our team’s complaints. Our customers’ feedback. Our competitors’ moves.

But when did hearing everything become more valuable than listening to anything?

Watch a toddler discover music for the first time. They don’t hear all the instruments. They lock onto one sound—maybe the drums, perhaps the singer’s voice—and follow it completely.

Somewhere between childhood and the adulthood, we forgot that skill.

The most successful people you know might not be the best listeners. But they’re definitely the most selective hearers.

What if the real competitive advantage isn’t processing more information faster? What if it’s choosing which information deserves our finite attention?

Freedom starts with discipline

Sep 7, 2025

Your alarm screams at 5:00 AM.

You have two choices.

Hit snooze and let your mood decide. Or get up and honor the commitment you made to yourself yesterday.

“Only the disciplined ones in life are free. If you are undisciplined, you are a slave to your moods and your passions,” says Eliud Kipchoge, the fastest marathoner in human history.

This isn’t motivational poster wisdom. It’s physics.

Every choice to skip the hard thing today creates a debt. That debt compounds. Soon, you’re trapped by the accumulated weight of shortcuts, half-measures, and good intentions.

Discipline doesn’t limit freedom. It creates it.

The individual who wakes up at 5 AM to exercise doesn’t lose two hours of sleep. She gains the energy and clarity to lead effectively for the next 14 hours.

The team that commits to daily standups doesn’t lose flexibility. They gain the ability to pivot quickly because everyone knows where they stand.

The entrepreneur who tracks cash flow weekly doesn’t become rigid. He creates space to take calculated risks because he knows his numbers.

Kipchoge runs 26.2 miles faster than anyone in history because he follows the hi training schedule every day. “Self-discipline is doing what’s right instead of doing what you feel like doing,” he explains.

Most people think freedom means unlimited options. But unlimited options create paralysis.

True freedom is having the discipline to choose your constraints. To decide what you’ll say no to so you can say yes to what matters.

The undisciplined person thinks they’re free because they can eat whatever they want, sleep whenever they choose, and work when they feel like it.

But they’re actually enslaved by every impulse, every distraction, every momentary pleasure that pulls them off course.

Discipline isn’t punishment. It’s liberation from the tyranny of your own inconsistency.

Cliches kill ideas

Sep 6, 2025

We’ve all been there.

The meeting where someone says “think outside the box” while presenting the most predictable solution imaginable. The email that promises to “circle back” but never does. The presentation full of “game-changing innovations” that change nothing.

Cliches don’t just waste time. They waste trust.

When you default to worn-out phrases, you signal that your thinking is equally worn-out. Your audience stops listening because they’ve heard it all before. They assume you have nothing new to offer because you’re not offering anything new in how you say it.

The real cost isn’t attention.

Its credibility. Every “synergy” and “low-hanging fruit” chips away at your reputation as someone worth listening to. People start to wonder: if you can’t find fresh words for familiar concepts, can you find fresh solutions for familiar problems?

Original thinking demands original language

The companies that matter don’t “leverage core competencies.” They solve specific problems in specific ways. They don’t “maximize stakeholder value.” They make things people actually want.

Your ideas deserve better than borrowed words.

The shortcut of familiar phrases feels safe. But safe is forgettable. Safe doesn’t move people or markets or minds.

Here’s what works instead

Say what you mean in words that are yours. Be specific about the problem you’re solving. Tell us exactly what changes when someone works with you.

Skip the executive summary speak. Your customers aren’t impressed by your ability to sound like everyone else.

They’re waiting for you to sound like you.

Being provocative

Sep 5, 2025

The boardroom full of yes-men feels productive. It’s not.

Real progress happens when someone raises their hand and says “wait.” When they poke holes in your perfect plan. When they make you defend what you thought was obvious.

Alignment without tension is stagnation in disguise.

The most dangerous meetings are the quiet ones. The ones where everyone agrees too quickly. Where dissent gets buried under politeness.

Your job isn’t to be liked by everyone. It’s to be right about the things that matter.

Comfort is the enemy of breakthrough.

Why family culture fails

Sep 4, 2025

You don’t choose family. They’re stuck with you, dysfunction and all.

But you choose your team. And they choose you.

Family tolerates poor behavior because blood runs thicker than performance. Teams can’t afford that luxury.

When you call employees family, you’re asking them to accept mediocrity, dysfunction, and obligation instead of excellence, clarity, and mutual respect.

Employees deserve better than family dynamics. They deserve professional standards, clear expectations, and the freedom to leave if things don’t work out.

Build a team, not a family reunion.

Does likeability matter?

Sep 3, 2025

Being liked feels good. It opens doors, smooths conversations, makes meetings more pleasant.

But there’s a trap.

The moment you optimize for likeability, you’ve already lost something more valuable: respect.

Top performers understand this tension. They know that making tough decisions, delivering hard truths, and holding high standards will sometimes make people uncomfortable. The best CEOs fire underperformers. They say no to popular but wrong ideas. They choose long-term success over short-term harmony.

Consider Steve Jobs. Widely disliked by many who worked with him. Yet people lined up to work at Apple because they respected his vision and standards. He chose effectiveness over affection.

The research backs this up. Studies show that leaders who prioritize being liked often struggle with decision-making speed and team accountability. They become people-pleasers, not people-leaders.

Here’s what works better: Be likeable when it doesn’t compromise your standards. Be tough when standards matter more than comfort.

The strongest leaders earn something deeper than likeability. They earn trust through consistency, respect through competence, and loyalty through clear direction.

Your team doesn’t need another friend. They need a leader who cares enough to make the hard calls.

Choose respect over being liked. You’ll probably end up with both.

Some days leave no tracks

Sep 2, 2025

“They pass as though they never existed, immediately forgotten in the haze of my routine. Other days’ tracks are visible for a while or so, until the winds of memory cover them in pale sand of new experiences.

How many of the average twenty-two thousand days of our lives do you remember, date and day? Maybe ten or twelve birthdays, weddings (desertions and divorces), and deaths, a few of the first times. The traces of the others wear away, so that a life really only consists of a month of specially commemorated days and a host of dateless recollections.

We must live so that we leave tracks on every day.

But how?”

Excerpt from Trackers, by South African author Deon Meyer

Are lazy days sabotaging success?

Sep 1, 2025

We’ve been sold a lie about lazy days.

Hustle culture tells us that every moment not spent grinding is a moment wasted. That successful people don’t take breaks. Those lazy days are for the weak.

But here’s what actually happens.

Your brain needs time to process. To make connections. To solve problems you didn’t even know you had.

The most productive CEOs I work with understand this. They protect their downtime fiercely. Not because they’re lazy. Because they’re strategic.

When you’re always “on,” you’re operating from the same neural pathways. The exact tired solutions. The same limited perspective.

Lazy days aren’t about being unproductive. They’re about being differently productive.

Your subconscious works overtime when your conscious mind takes a break. Problems get solved in the shower. Breakthroughs happen on walks. Innovation strikes during “doing nothing.”

The companies that scale fastest aren’t the ones where everyone burns out. They’re the ones where leaders model sustainable excellence.

But most founders are afraid. Afraid that if they slow down, they’ll lose momentum. Afraid that competitors will overtake them. Fearful that their team will think they’re not committed.

Here’s the truth: your team is watching. They’re learning from your example. When you model the belief that rest equals laziness, you create a culture of burnout.

Wise leaders know the difference between being busy and being effective.

Lazy days aren’t a luxury. They’re a competitive advantage disguised as downtime.

The question isn’t whether you can afford to take them. It’s whether you can afford not to.

Masks we wear

Aug 31, 2025

You wear one to the grocery store. Another in meetings. A different one with family.

Not merely the cloth kind. The behavioral kind.

We’ve normalized putting on personas like we choose outfits. Professional you shows up at work—measured, diplomatic, strategic. Parent you emerges at home—nurturing, patient, protective. Social you appears at parties—witty, agreeable, entertaining.

But here’s what’s curious: we’ve become so skilled at code-switching that we’ve forgotten which version is actually us.

The executive who built a company on “authentic leadership” but hasn’t shared a genuine concern with their team in months. The parent teaching honesty while hiding their own struggles. The friend offering advice they don’t follow themselves.

Each mask serves a purpose. They protect us, help us fit in, keep things smooth.

Yet the energy required to maintain multiple versions of yourself is exhausting. And the further apart these versions drift, the more disconnected you become from what you actually believe.

The most powerful leaders aren’t those with the most convincing masks. They’re the ones who’ve figured out which parts of themselves deserve to show up everywhere.

Your values don’t change based on your audience. Your standards shouldn’t either.

The mask isn’t the problem—it’s when you can no longer remember what’s underneath it.

What masks do you wear, and what should we think of those who choose to hide behind them?

Storm clouds threaten productivity

Aug 30, 2025

You wouldn’t plan a beach day when storm clouds gather. You wouldn’t start a workout when it’s time to sleep.

Yet we wreck our flow daily with predictable disruptions.

We schedule meetings that serve no purpose. We check emails during deep work. We accept calls that could be texts. We say yes to requests that drain energy from what matters most.

The weather analogy isn’t perfect, but it’s instructive. We read atmospheric conditions naturally. Dark clouds signal rain. We adapt.

But we ignore the signs of our own productivity patterns. We force focus when we’re mentally fatigued. We attempt creative work in noisy environments. We try to solve complex problems during our energy dips.

Jim Collins discusses how disciplined people make disciplined choices. This includes protecting your peak hours like prime real estate. Cal Newport calls it deep work—the ability to focus on cognitively demanding tasks.

The best performers don’t just manage their time. They manage their attention. They guard their flow states like a scarce resource.

Because it is.

Your brain has weather patterns too. Learn to read them. Schedule your most important work during your mental sunshine. Save the administrative tasks for when your focus naturally wanes.

The storm always passes. But the question is whether you’ll be ready when the conditions clear.

The start of performance problems

Aug 29, 2025

When someone struggles in their role, our first instinct is to point to them. We question their competence. Their effort. Their fit.

But we’re looking in the wrong direction.

Most performance issues aren’t about the person. They’re about the setup.

That newly promoted manager fumbling through their first team meeting? You gave them a title but no training. The sales rep has been missing targets for three months running? They inherited a broken territory with no transition plan. Is the project leader drowning in competing priorities? You never clarified what success looks like.

We promote people into roles they’ve never done and wonder why they struggle. We create dysfunctional team dynamics, then blame individuals when collaboration fails. We provide unclear expectations, then act surprised when results disappoint.

Before questioning someone’s ability, ask your own system. Rate it honestly on a scale of one to ten. How well have you set this person up to win?

If your answer isn’t a ten, you know where the real work begins.

This isn’t about lowering standards or making excuses. It’s about being honest about cause and effect. Great leaders don’t just expect performance—they architect it.

When you create the conditions for success, most people rise to meet them. When you don’t, even your best people will struggle.

The question isn’t whether they can do the job. The question is whether you’ve given them what they need to do it well.

Strategic plans become doorstops

Aug 27, 2025

Organizations spend months crafting elaborate strategic plans. Consultants get paid handsomely. PowerPoint slides multiply like rabbits. Everyone nods approvingly at the final presentation.

Then what happens?

The plan sits on a shelf. Markets shift. Competitors move. Customer needs evolve. But the plan remains frozen in time, a relic of good intentions and wishful thinking.

Strategy isn’t a document. It’s a conversation. It’s not a destination. It’s a compass.

The best leaders know this. They treat strategy as a living, breathing thing that adapts to reality. They review quarterly, not annually. They pivot when data demands it. They focus on what they do exceptionally well and build from there.

The Agile Alternative

Real strategic thinking happens in short cycles. Three months, not three years. Quarterly check-ins replace annual retreats. Teams examine what’s working and what isn’t. They adjust course before momentum is lost.

This approach demands discipline. It’s easier to write a plan once and forget it. Harder to stay vigilant about market changes. Harder to admit when assumptions were wrong.

But markets don’t care about your comfort. They reward those who pay attention and adapt quickly.

Your strategic plan should be more like a GPS than a roadmap. It recalculates when conditions change. It finds new routes when the old ones are blocked.

The question isn’t whether you have a plan. It’s whether your plan has a pulse.

Back to the future

Aug 26, 2025

Yesterday’s solutions solved yesterday’s problems. Today’s challenges demand fresh thinking.

Stop polishing old answers. The future belongs to those who create new questions.

While others reconstruct what was, leaders build what could be.

The rearview mirror shows where you’ve been. The windshield shows where you’re going.

Choose your view.

Gaman changes everything

Aug 26, 2025

Gaman isn’t just patience. It’s the Japanese art of enduring hardship without complaint while maintaining dignity and purpose.

Japanese children learn gaman early. When faced with difficulty, they’re taught to bear it silently, find inner strength, and keep moving forward. No whining. No victim mentality. Just quiet resilience.

This isn’t about suffering in silence or accepting poor conditions. Gaman is strategic endurance with intent.

The Leadership Edge

Leaders practicing gaman make better decisions under pressure. They don’t waste energy on complaints or blame. Instead, they focus on solutions and next steps.

Research from Harvard Business School shows that leaders who maintain composure during crises inspire 40% more confidence from their teams. Gaman builds this composure naturally.

Three Ways to Practice Gaman

Accept what you cannot control. Stop fighting reality. Channel that energy into what you can influence.

Endure setbacks without broadcasting them. Your team watches how you handle adversity. Show them strength through action, not words.

Find meaning in the struggle. Gaman isn’t blind acceptance. It’s choosing to see hardship as preparation for what’s coming next.

The Compound Effect

Every moment you choose gaman over complaint builds your capacity for bigger challenges. You become the leader others turn to when things get tough.

Your ability to endure without complaint becomes your competitive advantage. While others drain energy fighting reality, you’re already three steps ahead, executing solutions.

Gaman isn’t about being stoic. It’s about being unstoppable.

Lower your voice

Aug 25, 2025

Power doesn’t announce itself with caps lock and exclamation marks.

History’s most influential leaders understood this. They whispered while others yelled. They paused while others rushed to fill silence.

Watch any boardroom. The person everyone leans in to hear holds the real authority.

When you shout, people focus on your volume instead of your message. When you whisper, they focus on your words.

Social media trained us to scream for attention. But attention isn’t respect. All Caps and exclamations are just poor use of grammar.

The executive who sends calm, clear emails gets better results than the one firing off urgent messages in ALL CAPS!

Your voice carries more weight when you use less of it.

Has luxury lost its way?

Aug 24, 2025

True luxury whispers while wealth shouts.

The Romans knew this. Their elite didn’t flaunt gold-plated chariots. They valued things money couldn’t buy—time, access, influence. A private audience with Caesar meant more than a thousand servants.

Somewhere along the way, we confused luxury with expensive.

Now, luxury means logos. Handbags that scream their price tags. Cars designed to announce their cost from three lanes away. Hotels that charge more for marble than most people make in a month. Rooms adorned in gold.

But luxury was never about the thing itself.

It was about scarcity. Not artificial scarcity—the real kind. The scarcity of craftsmanship. Of time. Of access to experiences that couldn’t be mass-produced or Instagram-filtered.

The wealthy person buys the $5,000 watch because it’s expensive. The person who understands luxury buys the watch because the craftsman spent three years learning to make that one tiny gear by hand.

One is consumption. The other is appreciation.

Today’s luxury market sells status anxiety wrapped in Italian leather. It promises belonging through ownership. But belonging can’t be purchased in a boutique.

Real luxury is having dinner with someone whose ideas change how you think. It’s reading a book before anyone else knows it exists. It’s sitting in silence without checking your phone.

These things require something our culture struggles with—the ability to value what others can’t see, measure, or immediately understand.

The Romans were right. True luxury is invisible to those who need to see it to believe it.

When revenge feels right

Aug 23, 2025

The executive who sabotages a former colleague’s project. The founder who badmouths investors who passed. The manager who withholds opportunities from someone who once crossed them.

Revenge feels righteous in the moment. It promises closure, justice, and even satisfaction.

But orchestrating retribution reveals more about our character than theirs. It shows we’re still carrying their baggage. Still letting them control our actions. They still choose to be defined by what they did to us.

True leaders don’t plot payback. They plot progress.

Poor hearing

Aug 22, 2025

Poor hearing affects us all.

Not the physical kind. The selective kind.

We’re sharp when we’re ready. Deaf when we’re not.

Your message might be perfect. Your timing might not be.

The recipient decides when they’re ready to receive what you’re offering. Not you.

Later, when someone else says the exact same thing, they’ll nod and call it brilliant.

It’s not personal. It’s human.

“The right message at the wrong time is the wrong message.” – Stephen Covey

Your message may be good. It just needs its moment.

Are you setting failure traps

Aug 21, 2025

The CEO announced bold revenue targets—triple growth in eighteen months. The team nodded enthusiastically. Six months later, morale was crushed, and key people had quit.

Sound familiar?

This is not unique to organizations, and is even more prevalent in our individual lives—fitness, health, New Year’s resolutions, savings plans, and on and on.

Harvard Business School’s research on goal setting reveals something counterintuitive. Teams that set “stretch goals” without building fundamental capabilities first fail 70% more often than those that focus on incremental progress.

But we love the big swing. It feels more important. More worthy of our time.

The Overreach Trap

Your brain craves the dopamine hit of announcing something spectacular. It mistakes the planning high for actual progress. Meanwhile, the gap between your current reality and your ambitious target becomes a daily reminder of inadequacy.

Jim Collins calls this “the big, hairy, audacious goal syndrome.” It sounds inspiring in the boardroom. It’s devastating on the ground floor.

Start Stupidly Small

What if your morning routine began with making your bed instead of a two-hour workout? What if your sales process focused on one perfect interaction instead of revolutionizing the entire customer journey?

The compound effect doesn’t care about your ego. It cares about consistency.

The Real Competition

You’re not competing with your industry’s top performer. You’re competing with yesterday’s version of yourself. That’s the only comparison that builds momentum instead of destroying it.

Your competitors are probably overreaching, too. While they’re burning out chasing impossible timelines, you’re building unshakeable foundations.

The race isn’t won by who starts fastest. It’s won by who’s still moving when everyone else has stopped.

And that applies to you, too.

Rumors kill momentum

Aug 20, 2025

Rumors spread faster than wildfire in organizations. They start in break rooms, flourish in Slack channels, and multiply during coffee conversations. But here’s what research tells us: 80% of workplace rumors contain significant inaccuracies, according to a DiFonzo and Bordia study on organizational communication.

Most rumors lack substance. They’re speculation dressed up as fact. Yet we feed them with our attention and energy—the same resources we need for execution and growth.

Not All Gossip Is Created Equal

Some rumors signal real issues. A whisper about layoffs might reflect genuine budget concerns. Talk about leadership changes could indicate board discussions. The key is distinguishing signal from noise.

Before you invest mental bandwidth, ask yourself three questions:

Can I verify this through reliable sources? If you can’t trace it back to someone with actual knowledge, it’s likely worthless chatter.

Does acting on this information serve our strategy? Rumors that don’t connect to your priorities are distractions in disguise.

What control do I have over the outcome? If you can influence the situation, engage. If not, redirect that energy toward what you can control.

Don’t get caught up in the rumor mill. Instead, create clarity that makes rumors irrelevant. When your team knows the real story—your vision, priorities, and progress—speculation loses its power.

The choice is yours: chase shadows or build something real.

Breakthroughs hide in banter

Aug 19, 2025

Seinfeld began with two friends sharing everyday thoughts. Jerry Seinfeld and Larry David turned casual conversations into comedy gold.

Twitter started during a company brainstorming session about podcasting. Post-it Notes emerged from a failed adhesive experiment during an office chat. Netflix’s binge-watching model came from casual discussions about DVD frustrations.

Breakthrough innovations rarely announce themselves. They whisper during unstructured moments when minds wander and connect dots differently.

Who questions your choices

Aug 18, 2025

Power has a peculiar effect on judgment. The higher you climb, the quieter dissent becomes.

Your board might nod. Your team might smile. Your family might defer. But who actually stops you when you’re about to make a costly mistake?

Consider Theranos. Elizabeth Holmes surrounded herself with impressive board members—Henry Kissinger, George Shultz, James Mattis. Yet none of them had the technical knowledge or courage to challenge the fundamental premise of her company. They were ornamental, not operational.

Or take WeWork’s Adam Neumann, whose board enabled increasingly erratic behavior until investors finally said enough. By then, billions in value had evaporated.

The pattern repeats across industries. Leaders ascend, feedback diminishes, and blind spots expand.

The Isolation Trap

Success breeds isolation. People tell you what they think you want to hear. Criticism gets filtered through layers of management. Bad news arrives late, softened, or not at all.

Jim Collins found that great companies have leaders who create a “culture of discipline” where truth-telling is rewarded, not punished. But discipline starts with structure.

Building Your System

Every leader needs three types of challengers:

Someone with domain expertise who can question your technical assumptions. Someone with financial acumen who can challenge your numbers. Someone with moral courage who can question your character.

These aren’t yes-people or devil’s advocates playing theater. They’re individuals with skin in the game who genuinely care about outcomes over feelings.

The best leaders don’t just tolerate dissent—they systematically create conditions for it. They reward the messenger, even when the message stings.

Your success depends not on being right, but on being corrected quickly when you’re wrong.

Time tricks us

Aug 17, 2025

Bill Gates said it best: “Most people overestimate what they can do in one year and underestimate what they can do in ten years.”

This isn’t just a clever observation. It’s the reason most strategies fail and most breakthroughs happen by accident.

We pile January with impossible goals. Lose 50 pounds. Double revenue. Transform culture. Launch three products. The year feels endless when we’re planning.

But ten years? That feels abstract. Distant. Not worth serious planning.

Here’s what actually happens: The urgent crowds out the important. Daily fires consume the energy meant for building foundations. We mistake motion for progress.

The compound effect works in reverse, too

Small compromises accumulate. Skipping one strategic planning session becomes skipping them all. One hire who doesn’t fit your values becomes a pattern. One customer you shouldn’t have taken becomes your entire business model.

The leaders who get this right do something different

They flip the script. They plan in decades but execute in quarters. They choose fewer things but commit fully. They build systems that compound rather than tasks that consume.

Amazon didn’t become Amazon in a year. Neither did Google or Ferrari. They became those companies through relentless focus on a few things that mattered, executed consistently over time most competitors couldn’t stomach.

Your next ten years start with what you stop doing this year.

Standing for something matters

Aug 16, 2025

Cultural norms don’t happen overnight. They’re built brick by brick, generation by generation, choice by choice.

Nations rise on shared values. Religions endure through unwavering beliefs. Families pass down principles that shape character.

Organizations are no different.

The companies that last aren’t necessarily the smartest or fastest. They’re the ones that stand for something beyond profit. They have clarity about what matters and the courage to act on it consistently.

When everything else shifts—markets, technology, competition—your cultural foundation remains. It becomes your competitive advantage because it can’t be copied or bought.

Most leaders chase the next shiny strategy. The wise ones build something deeper. They create cultures that outlast their tenure and transform ordinary people into extraordinary teams.

Your culture is your legacy. What are you building?

What will you tolerate

Aug 15, 2025

Time shifts our tolerance levels.

What we accepted yesterday feels unacceptable today. What seemed normal a decade ago now looks barbaric. Progress, we call it.

But here’s the uncomfortable truth: some behaviors persist across generations. Bad character finds a way to surface, regardless of era. The bully in the boardroom. The gossip in the hallway. The promise-breaker who always has an excuse.

You can’t control their choices.

You can control yours.

Every day, you decide what behavior to tolerate from others. Every interaction becomes a vote for the culture you want to build. Every compromise signals what you genuinely value.

The executive who consistently arrives late to meetings is teaching your team that commitment is optional. The colleague who takes credit for others’ work is showing everyone that integrity is negotiable. The boss who screams when stressed is demonstrating that respect is conditional.

Your tolerance becomes their permission.

The standards you enforce today shape the organization you lead tomorrow. The behavior you accept from others reveals the leader you’ve chosen to become.

Some things never change because we keep allowing them.

What’s your growth crutch

Aug 14, 2025

You know the drill. You’ve got three of the four pillars solid. Your commitment runs deep. Your courage shows up when it counts. Your capabilities keep expanding.

But there’s always one.

One that makes you wobble. One that keeps you small when you should be scaling. One that you dance around, work around, pretend isn’t there.

Dan Sullivan nailed it with his 4 C’s framework. Most leaders have Commitment, Courage, and Capability in spades. But Confidence? That’s where the music stops.

Or maybe you’re confident and capable, even courageous when the moment demands it. But your Commitment wavers when the going gets tough.

The cruel irony is that addressing your crutch feels impossible because it’s your crutch. It’s the thing you lean on to avoid the thing you need to face.

Your strengths don’t set your growth ceiling. It’s set by the one weakness you refuse to acknowledge.

The market doesn’t care about your three strong pillars. It tests the wobbly one—every time.

Stop managing around it. Stop compensating for it. Stop pretending it’s not your real problem.

Your crutch isn’t just holding you back. It’s defining your limits.

The only way through is through.

Does every opportunity deserve yes

Aug 13, 2025

The conference room buzzes with excitement. The deal on the table promises everything—revenue, growth, market expansion. Someone inevitably declares it “once-in-a-lifetime.”

But Jim Collins saw through this seduction decades ago. In Good to Great, he introduced the hedgehog concept: three overlapping circles that define your company’s sweet spot. What you’re passionate about. What can you be best at? What drives your economic engine?

The magic happens where all three intersect.

Yet leaders abandon this discipline the moment someone waves a shiny opportunity. They chase revenue that dilutes their focus. They enter markets where they can’t win. They pursue ventures that drain resources from their core engine.

Why Great Companies Say No

Patagonia built its reputation by saying no. No fast fashion. No synthetic materials that harm the environment. No marketing that encourages unnecessary consumption. Each “no” strengthened their position in the three circles. They cared deeply about environmental protection. They became best at durable outdoor gear. Their economic engine thrived on premium pricing from loyal customers.

Meanwhile, competitors chased every trend. They cut corners, confused their message, and lost authenticity. Patagonia kept climbing higher.

The Opportunity Trap

Here’s what happens when you chase opportunities outside your circles: Your team loses focus. Your brand becomes unclear. Your economics suffer. You build a mediocre company that’s good at many things but great at nothing.

Collins found that great companies had more opportunities than they could handle, not fewer. They succeeded by choosing which mountains not to climb.

The next time someone presents a “once-in-a-lifetime opportunity,” pause. Ask three questions: Does this align with what we care about? Can we be the best at this? Will it strengthen our economic engine?

If any answer is no, the opportunity isn’t once-in-a-lifetime. It’s a distraction to wear a disguise.

Which side are you on

Aug 12, 2025

It’s too easy to point fingers when things go wrong. The missed deadline. The botched project. The communication breakdown. From where you sit, the fault is obvious.

But perspective is a funny thing. What looks like incompetence from your corner office might look like impossible demands from the cubicle. What feels like stubbornness in the boardroom might feel like protecting standards on the factory floor.

The marketing team thinks sales isn’t following up properly. Sales thinks marketing’s leads are garbage. Both are right. Both are wrong.

Here’s what changes everything: Stop asking who’s at fault. Start asking what you can control.

When you shift from judge to problem-solver, something remarkable happens. The energy that was wasted on blame gets redirected toward solutions. The defensive walls come down. People start talking instead of positioning.

Most conflicts aren’t about right versus wrong. They’re about different views of the same reality. The finance director isn’t trying to kill your project—she’s trying to keep the company solvent. The operations manager isn’t being difficult—he’s managing constraints you can’t see.

The deeper you dig, the more you’ll find that sustainable solutions serve everyone’s real interests. Not their stated positions, but their underlying needs.

Next time you catch yourself thinking “they just don’t get it,” pause. Walk to their side of the room. Look through their window. Ask their questions.

The view might surprise you. The solution definitely will.

Why you lose customers

Aug 11, 2025

BMW doesn’t sell safety. Volvo doesn’t tout performance. Toyota doesn’t promise luxury.

Each owns one clear position. Each thrives because of this singular focus.

Yet small business leaders consistently sabotage themselves. They layer message upon message, believing more options equal more appeal. The opposite happens.

Research from the Journal of Consumer Psychology proves this. When presented with too many value propositions, customers experience “choice overload” and walk away. Professor Sheena Iyengar’s jam study showed that displays with 24 options generated 60% less purchase activity than displays with just six options.

Your brain can only hold one clear thought about a brand. Apple proved this. “Think Different” wasn’t about computers, phones, or tablets. It was about challenging convention. Period.

The neuroscience backs this up. Dr. Antonio Damasio’s research reveals that confusion triggers the brain’s threat detection system. When customers can’t quickly categorize your offering, they perceive risk and retreat to familiar alternatives.

Innovative leaders resist the temptation to be everything. They pick their lane and own it completely.

Southwest Airlines could have added first-class seating, fancy meals, or premium lounges. Instead, they stayed ruthlessly focused on low-cost, point-to-point travel. They became the most profitable airline in history.

Your customers aren’t confused about what they want. They’re confused about what you’re offering.

Stop trying to be more. Start being singular.

The market rewards focus. Confusion kills conversion. Your scattered message isn’t attracting everyone—it’s attracting no one.

Pick one thing. Own it completely. Watch clarity, create customers.

Who backs your solo act

Aug 10, 2025

The myth of the lone genius persists everywhere.

We celebrate the CEO who “single-handedly” turned around the company. The entrepreneur who “built it from nothing.” The executive who “saved the quarter.”

But look closer.

Lewis Hamilton doesn’t just drive fast. Behind him: strategists, engineers, mechanics, nutritionists, mental coaches. Each race depends on split-second decisions from dozens of specialists.

Serena Williams dominated tennis for decades. Her team? Coach, fitness trainer, agent, nutritionist, sports psychologist, hitting partner. Even her practice sessions involved multiple people working together to achieve her success.

The pattern repeats across every field. Nobel laureates credit their research teams. Best-selling authors thank their editors, agents, and early readers. Political leaders lean on speechwriters, policy advisors, and campaign managers.

Yet most business leaders operate as if they’re supposed to figure it out alone.

They skip the leadership coach. Avoid peer groups. Resist hiring that strategic advisor. Work weekends instead of building systems. Make every decision personally rather than developing their people.

Your Team Audit

Who challenges your thinking? Who covers your blind spots? Who amplifies your strengths while handling your weaknesses?

If you can’t name them quickly, you’re flying solo in a team sport.

The best performers don’t just acknowledge their team – they obsess over assembling the right one. They invest in relationships before they need them. They seek out people who make them uncomfortable with better ideas.

Your competition isn’t just other companies. It’s other leaders with better teams.

Building yours isn’t optional anymore.

Your worst enemy

Aug 9, 2025

Olympic legend Michael Johnson dropped a truth bomb that should wake up everyone chasing excellence. On the High Performance podcast, the man who dominated sprinting admitted something brutal: he wasn’t doing what he knew he needed to do.

Think about that. Four Olympic golds. World records. The pinnacle of human achievement. And still, honest enough to say he was falling short of his standards.

Johnson’s confession cuts deep because it’s universal. We know what moves the needle. We understand the fundamentals. But knowing and doing live in different neighborhoods.

Most high performers suffer from this execution gap. They consume content, take courses, and hire coaches. They nod at the right strategies. They agree with the fundamentals. But when the alarm goes off, old habits win.

Johnson’s honesty reveals something profound about peak performance. It’s not about having perfect clarity or flawless systems. It’s about brutal self-assessment and the courage to close the gap between what you know and what you do.

The best performers don’t pretend they have it all figured out. They look in the mirror first. They ask the hard questions. They admit when they’re not executing at the level they know they’re capable of.

Your competition isn’t just the person next to you. It’s the version of yourself that does what needs doing.

Do we lack time

Aug 8, 2025

You get the same 168 hours as everyone else.

Jeff Bezos has them. Your competitor has them. The person outperforming you in half the time has them too.

The difference isn’t in the allocation of time. It’s in the allocation of attention.

We’ve confused being busy with being effective. We’ve mistaken motion for progress. The calendar fills up because we haven’t decided what deserves to be there.

When everything is urgent, nothing is important.

The real scarcity isn’t time. It’s the courage to say no to good opportunities so you can say yes to great ones. It’s the discipline to ignore the noise and amplify the signal.

Your focus determines your reality. Not your schedule.

Most leaders know this. They nod when they hear it. Then they go back to checking emails during important conversations and scheduling back-to-back meetings that could have been decisions.

The path forward isn’t more time management techniques. It’s fewer priorities executed with relentless focus.

Start with one thing. The thing that moves the needle most. The thing that creates disproportionate impact.

Everything else is just organized procrastination.

Focus isn’t about finding more time. It’s about finding what matters and giving it the space it deserves.

Stretch goals matter

Aug 7, 2025

Most organizations set goals they know they can achieve. That’s not goal setting—that’s sophisticated planning.

Real growth happens in the uncomfortable space between current capability and audacious ambition. This is where stretch goals live, and why they’re non-negotiable for any organization serious about creating extraordinary value.

The Neuroscience of Stretch

When you set a goal that seems barely achievable, your brain engages differently. The prefrontal cortex activates problem-solving pathways that remain dormant with comfortable targets. Your team starts asking “how might we” instead of “why we can’t.”

This isn’t motivational theory—it’s how high-performing systems operate under productive tension.

Three Critical Functions of Stretch Goals

1. They Expose Capacity Constraints. Most organizations operate well below their potential because they’ve never tested their limits. A properly constructed stretch goal reveals exactly where your bottlenecks exist—in systems, people, or processes. You can’t optimize what you can’t see.

2. They Force Innovation. Incremental improvements won’t bridge the gap between current performance and stretch targets. Teams must fundamentally rethink their approach, leading to breakthrough solutions that become competitive advantages.

3. They Attract Top Talent. Exceptional people are drawn to extraordinary challenges. When your organization is known for pursuing audacious goals, you naturally attract individuals who thrive in high-performance environments.

The Right Way to Set Stretch Goals

Start with Your Core Purpose. Stretch goals must align with your fundamental reason for existing. Without this anchor, they become reckless gambles rather than strategic bets.

Make Them Specific and Measurable. “Grow significantly” isn’t a stretch goal—it’s a hope. “Increase market share from 12% to 25% in 18 months” creates clarity and urgency.

Ensure They’re Difficult but Not Impossible. Research suggests optimal stretch goals have roughly a 50-70% probability of success. Too easy, and they don’t stretch. Too hard, and they demoralize.

Creating the Right Environment

Stretch goals fail in organizations that punish intelligent failures. You must explicitly separate performance reviews from stretch goal outcomes. The value lies in building organizational capability, not just hitting the number.

Create psychological safety around experimentation. When teams know that thoughtful risks won’t damage their careers, they’ll take the calculated chances necessary to achieve breakthrough results.

The Compound Effect

Organizations that consistently set and pursue stretch goals develop what we call “stretch capacity”—the institutional ability to consistently perform beyond perceived limits. This becomes a sustainable competitive advantage that competitors struggle to replicate.

Your teams begin to see challenging goals as usual rather than exceptional. What once felt impossible becomes the baseline expectation.

The Bottom Line

Stretch goals aren’t about achieving the impossible—they’re about discovering what’s possible when you stop accepting artificial limitations.

The question isn’t whether your organization can afford to set stretch goals. It’s whether you can afford not to.

Most of your competitors are setting goals they know they can hit. While they’re managing predictable increments, you could be building breakthrough capability.

The choice is yours. But choose deliberately—because in today’s market, standing still is moving backward.

Delusion of determination

Aug 6, 2025

Determination built empires. Steve Jobs returned to Apple with unwavering conviction. Sara Blakely cut the feet off pantyhose despite years of rejection. Colonel Sanders knocked on 1,009 doors before someone said yes to his chicken recipe.

But determination has a shadow side.

Research from the Harvard Business School shows that 70% of failed startups continue operating for at least six months after founders know they’re failing. The sunk cost fallacy transforms rational leaders into stubborn ones. What started as admirable persistence becomes expensive delusion.

The Tipping Point

Healthy determination adapts its tactics while holding firm to worthy goals. Toxic stubbornness doubles down on failed methods while clinging to unrealistic outcomes.

Jim Collins found that great companies practice what he calls “confronting the brutal facts.” They’re brutally honest about reality while maintaining faith they’ll prevail. Level 5 leaders ask hard questions: What evidence contradicts our approach? Who disagrees with us and why? What would we do if we started fresh today?

The Recognition Test

You’ve crossed the line when you:

Stop seeking disconfirming evidence
Dismiss critics as “not getting it”
Measure progress by effort instead of results
Find yourself saying “just give it more time” repeatedly

The best leaders build systematic doubt into their process. Jeff Bezos required written narratives instead of PowerPoints because bullet points hide weak thinking. Ray Dalio created “believability-weighted decision making” where the most credible voices carry more weight than hierarchy.

The Adaptation Framework

Set decision checkpoints before you start. Define what failure looks like in advance. Create a personal board of advisors who will tell you hard truths. Most importantly, separate your identity from your strategy.

Your worth isn’t determined by being right about this particular bet.

The strongest leaders know when to pivot without losing their core conviction. They’re determined about the destination, flexible about the route.

When smart people fight

Aug 5, 2025

In 1978, Intel faced a crisis that would define its future. The company’s memory chip business, once dominant, was being crushed by Japanese competitors. In most companies, this would trigger political maneuvering and blame-shifting.

Not at Intel.

Andy Grove had built something different—a culture where ideas faced combat, not people. He called it “constructive confrontation,” and it worked like this: Attack the problem, never the person. Question everything. Let the best argument win, regardless of who made it.

During those pivotal meetings about Intel’s future, junior engineers challenged senior executives. Data trumped hierarchy. Grove himself got his ideas torn apart by subordinates half his age. The result? Intel pivoted from memory to microprocessors, a decision that created the modern computing era.

Grove understood what most leaders miss: Your organization’s intelligence isn’t the sum of individual brilliance. It’s how well you orchestrate collective thinking. The most intelligent person in the room isn’t your CEO—it’s the room itself, when properly conducted.

Most companies suffocate good ideas in layers of politeness and hierarchy. Grove did the opposite. He created intellectual friction. He made it safe to be wrong and dangerous to be silent. Middle managers became amplifiers of truth, not filters of comfort.

The talent you attract matters less than the talent you unleash. Grove built systems where average people could produce extraordinary insights because they felt compelled to think harder, argue better, and care more about being right than being liked.

Your next significant breakthrough is probably sitting in someone’s head right now, waiting for permission to challenge the status quo.

Double down

Aug 4, 2025

We double down because we believe. The facts support our choice. We’re committed and aligned. This works.

But we also double down to avoid being wrong. To escape embarrassment. To dodge failure.

Emotion makes terrible decisions. Worse when evidence screams otherwise.

The question isn’t whether you should persist. It’s whether you’re persisting for the right reasons.

Victim: Yes or No?

Aug 3, 2025

Bad things happen. Markets crash. Partners leave. Deals fall through.

But here’s what separates leaders from everyone else: they refuse the victim narrative.

Victims ask “Why me?” Leaders ask “What now?”

Your circumstances don’t define you. Your response does.

The story you tell yourself becomes your reality.

Tell me…

Aug 2, 2025

Brillat-Savarin knew something profound when he penned “tell me what you eat and I will tell you who you are.” But he barely scratched the surface.

Show me your calendar and I’ll show you your priorities. Not the priorities you claim, but the ones you actually live by. That packed schedule of back-to-back meetings reveals whether you’re building or just staying busy.

Tell me who your friends are and I’ll tell you who you are. Your inner circle isn’t just companionship—they’re mirrors reflecting your values, ambitions, and blind spots back at you. The conversations you seek, the people whose calls you always take, the advisors you trust with your biggest decisions.

But it cuts deeper than friendship.

Show me your bank statement and I’ll show you your values. Those numbers don’t lie. Where you spend reveals what you truly prioritize, not what sounds good in meetings.

Tell me what you read and I’ll tell you your future. Leaders consume different content than followers. They seek discomfort in ideas, not confirmation of what they already believe.

The uncomfortable truth? You become the average of your associations. Not just in income metrics, but in thinking patterns, risk tolerance, and growth mindset.

Leaders understand this viscerally. They know that hiring someone means inheriting their network, their standards, their approach to problems. Smart executives look beyond credentials to study who candidates choose to surround themselves with.

Every choice you make about who to spend time with, what to consume, where to invest your attention shapes who you’re becoming. These seemingly small decisions compound into the leader others see, trust, and follow.

The question isn’t whether people can read you through your choices. They already are.

Are you actually here

Aug 1, 2025

The world spins at its own rhythm. Always has.

You can’t slow it down. You can’t speed it up.

But you can choose to engage with it.

Showing up isn’t about being physically present. It’s about being mentally invested, emotionally available, and ready to act when the moment demands it.

The pace feels different because your attention is scattered. When you’re fully present, time bends. When you’re distracted, it races past you.

The spin is constant. Your engagement with it is optional.

Choose to show up, or watch it happen without you.

Fire in your belly

Jul 31, 2025

What made you lose track of time this week? What problem kept you awake, not from worry, but from possibility?

Your calling isn’t hiding in your resume—it’s in your energy. It’s the work that doesn’t feel like work, the challenge that pulls you forward instead of pushing you down.

Stop asking “What should I do?” Start asking “What can’t I stop thinking about?”

Your calling is already calling. Are you listening?

8 Steps to your happiness

Jul 30, 2025

What separates genuinely happy people from those who perpetually chase fulfillment? After decades of rigorous scientific research spanning multiple continents and cultures, we finally have answers. The secret isn’t found in lottery tickets or corner offices—it’s in understanding and applying eight fundamental elements that researchers have identified as the cornerstones of human happiness.

The Foundation: What Science Tells Us About Happiness

The longest-running study on happiness began at Harvard in 1938 and continues today, tracking participants for over 85 years. Combined with research from the World Happiness Report, Blue Zones longevity studies, and positive psychology investigations, we now possess unprecedented insight into what creates lasting well-being.

The bottom line: Happiness isn’t a destination—it’s a practice built on specific, measurable behaviors that anyone can develop.

The 8 Research-Backed Elements of Lasting Happiness

1. Deep Social Connections

The relationship factor that predicts everything

Harvard’s 85-year study found that positive relationships keep us happier, healthier, and help us live longer than any other single factor. Close relationships, more than money or fame, are what keep people happy throughout their lives.

The science: Those ties protect people from life’s discontents, help to delay mental and physical decline, and are better predictors of long and happy lives than social class, IQ, or even genes. Research shows that loneliness kills—it’s as powerful as smoking or alcoholism.

Take action: Prioritize quality time with loved ones. Schedule regular check-ins with friends. Join communities aligned with your values.

2. Purpose and Meaning (Ikigai)

Your reason for waking up each morning

The Okinawans call it Ikigai and the Nicoyans call it plan de vida; for both, it translates to “why I wake up in the morning.” Knowing your sense of purpose is worth up to 7 years of extra life expectancy.

The science: When it comes to being happy, having a sense of meaning in life is more important than pleasure. Purpose creates resilience, drives engagement, and provides direction during difficult times.

Take action: Identify where your passions, skills, and the world’s needs intersect. Volunteer for causes that matter to you. Reflect on how your work contributes to something larger.

3. Gratitude Practice

The perspective that transforms ordinary into extraordinary

In positive psychology research, gratitude is strongly and consistently associated with greater happiness. Participants who underwent gratitude interventions had greater feelings of gratitude (up to 4% higher scores), greater satisfaction with life (6.86% higher), better mental health (5.8% higher), and fewer symptoms of anxiety and depression (7.76% and 6.89% lower scores, respectively).

The science: The lack of negative emotion words—not the abundance of positive words—explained the mental health gap between the gratitude writing group and other groups. Gratitude shifts attention away from toxic emotions like resentment and envy.

Take action: Keep a daily gratitude journal. Write thank-you notes. Practice mental appreciation for three good things each day.

4. Physical Well-being

The body-mind happiness connection

Six factors predicted healthy aging: physical activity, absence of alcohol abuse and smoking, having mature mechanisms to cope with life’s ups and downs, and enjoying both a healthy weight and a stable marriage.

The science: Regular physical activity not only improves health but directly impacts mood through endorphin release and stress reduction. Walking in nature deactivates part of the brain related to negative ruminations, which are associated with depression.

Take action: Engage in regular movement you enjoy. Prioritize sleep quality. Spend time in nature. Practice moderation in diet and avoid harmful substances.

5. Stress Management and Mindfulness

Building resilience for life’s inevitable challenges

Even people in the Blue Zones experience stress. What the world’s longest-lived people have that others do not are routines to shed that stress. Okinawans take a few moments each day to remember their ancestors; Adventists pray; Ikarians take a nap; and Sardinians do happy hour.

The science: Chronic stress leads to inflammation associated with every major age-related disease. Mindfulness practices create neural changes that improve emotional regulation and decrease anxiety.

Take action: Develop daily stress-reduction rituals. Practice meditation or deep breathing. Create boundaries between work and personal time.

6. Acts of Kindness and Giving

The generous heart finds joy

Participants who practiced prosocial behavior demonstrated increases in positive emotions from one week to the next. These increases in feelings such as happiness, joy, and enjoyment predicted increases in psychological flourishing.

The science: Giving gifts to others activates the reward centres in our brain – often providing more of a happiness boost than spending money on oneself. Helping others creates a sense of purpose and strengthens social bonds.

Take action: Volunteer regularly. Practice random acts of kindness. Focus spending on experiences for others rather than material goods for yourself.

7. Optimism and Growth Mindset

The power of positive expectations

Optimism increases life expectancy. Research consistently shows that optimistic people experience better physical health, stronger relationships, and greater life satisfaction.

The science: Optimism isn’t naive positivity—it’s a learnable skill that involves realistic assessment combined with solution-focused thinking. It creates resilience and drives action toward goals.

Take action: Practice reframing negative situations. Focus on what you can control. Celebrate small wins and progress rather than perfection.

8. Engagement and Flow

Finding joy in the process

Five agreed-upon factors boost well-being: positive emotion, engagement, relationships, meaning, and accomplishment. Engagement occurs when we’re fully absorbed in activities that challenge us appropriately.

The science: Flow states—where time seems to disappear during challenging, meaningful activities—are strongly correlated with life satisfaction. These experiences build confidence and create intrinsic motivation.

Take action: Identify activities that fully engage your skills. Pursue hobbies that challenge and grow you. Minimize passive consumption in favor of active creation.

The Implementation Challenge

Research is clear: we can learn to be happy, but only get lasting benefits if we keep practising. Like physical fitness, happiness requires consistent effort. Just as with physical health, we have to continuously work on our mental health, otherwise the improvements are temporary.

Your Happiness Blueprint

These eight elements aren’t academic theories—they’re practical principles proven across cultures and generations. The happiest people don’t wait for circumstances to change; they consciously cultivate these elements in their daily lives.

The research delivers a powerful message: happiness isn’t reserved for the lucky few. It’s a learnable skill set available to anyone willing to invest in the practices that science has proven to work.

Start with one element. Build consistency. Then expand. Your future self will thank you for the effort.

Whelming

Jul 29, 2025

Not over, nor under. Not crushing it. Not failing either.

Just existing in that in-between space where most of life happens.

We’re taught to reach for peaks and avoid valleys. But what if the plateau is where real work gets done?

The middle isn’t mediocrity. It’s stability. It’s sustainable. It’s real.

The same page

Jul 28, 2025

The same book allows everyone to find their favorite chapter, interpret meanings differently, and operate from completely different assumptions. It’s comfortable because it feels like agreement, but it’s organized confusion.

The same page demands uncomfortable precision. It requires leaders to make hard choices about what gets included and what gets explicitly excluded. It forces definitions of “when” and “how” that many prefer to leave ambiguous because specificity creates accountability.

Consider your organization: How many of your key strategic initiatives could pass the “same page” test? Can every team member articulate not just what you’re doing, but precisely what you’re not doing? Do they know the specific conditions that trigger action versus inaction?

Most teams discover they’re scattered across multiple chapters when forced to define their boundaries. The discomfort of achieving true alignment – where everyone operates from an identical understanding of scope, timing, and execution – is precisely why it’s so rare and so powerful.

The question isn’t whether your team shares similar values or goals. The question is whether they would make identical decisions when faced with the same scenario. That’s the same page.

Are you prepared to put in the hard work to get there?

The guardrails that save us

Jul 27, 2025

Whether in boardrooms, relationships, or nations, unchecked power breeds arrogance. Those who abuse it share one trait: they lack core values. Think Enron’s collapse. Think dictatorships. Think of narcissistic leaders who destroy everything they touch.

Values aren’t suggestions—they’re guardrails. They prevent the slide from confidence to corruption, from leadership to tyranny.

The moment we believe we’re above accountability is the moment we become dangerous. To our organizations. To our relationships. To ourselves.

Strong leaders don’t fear checks and balances—they demand them.

Angels and demons

Jul 26, 2025

We stand at crossroads countless times each day. In boardrooms. During difficult conversations. When no one is watching, each moment presents a fundamental choice: which voice will we amplify—our angel or our demon?

The angel whispers of integrity, patience, and service. The demon seduces with shortcuts, ego, and immediate gratification. Both voices are real. Both are powerful. But only one builds the foundation for extraordinary leadership and lasting impact.

The Instant That Echoes

Here’s what fascinates me about human nature: our angels and demons can emerge in an instant, yet their influence reverberates for years. A harsh word spoken in frustration. A moment of generosity when resources are scarce. A decision to tell the truth when a lie would be easier. These split-second choices become the building blocks of our reputation—and our organizations’ culture.

Consider the founder who, facing a cash crunch, chooses transparency with employees over carefully crafted half-truths. Or the executive who admits a strategic mistake publicly rather than deflecting blame. These moments of feeding the angel create ripple effects that strengthen trust, build resilience, and attract the kind of people who drive extraordinary value creation.

The Compound Effect of Character

What many leaders miss is that character operates like compound interest. Small, consistent choices to feed your angel accumulate massive returns over time. Your team begins to trust your judgment implicitly. Customers become advocates. Investors see you as a steward worth backing for the long term.

Conversely, feeding your demons—even occasionally—carries compound costs. A culture of cutting corners spreads. Top talent questions your judgment. The market begins to view your organization with skepticism.

The Leader’s Daily Practice

The most successful leaders I coach have developed systems to strengthen their angels:

Morning Intention Setting: Before the day’s chaos begins, they clarify their values and how they want to show up. This isn’t mystical—it’s strategic preparation for the inevitable moments when pressure mounts.

The Pause Practice: When faced with difficult decisions, they’ve trained themselves to pause and ask: “What would the leader I want to become do in this moment?” This simple question often reveals the path forward.

Evening Reflection: They end each day by honestly assessing which voice they fed most often. This awareness creates the foundation for continuous improvement.

Building Angel-Fed Organizations

Your personal choices create organizational DNA. When you consistently choose the harder right over the easier wrong, you permit others to do the same. You make what I call “angel-fed cultures”—environments where doing the right thing becomes the natural default.

These organizations scale differently. They attract better talent. They weather storms with greater resilience. They create sustainable competitive advantages that can’t be copied because they’re built on character, not just strategy.

The Choice Before You

Right now, as you read this, you have voices competing for your attention. The angel is urging you to have that difficult conversation you’ve been avoiding. The demon is suggesting you delay it another week. The angel is prompting you to acknowledge a team member’s contribution. The demon whispers that recognition can wait.

Which voice will you feed today?

Your reputation—and your organization’s future—hang in the balance of these seemingly small choices. The extraordinary leaders I work with understand this truth: we don’t build character in crisis; we reveal it. The character we build in quiet moments determines how we show up when everything is on the line.

The angel and the demon will always be there. The power lies in your choice of which one to nurture. Choose wisely. Your legacy depends on it.

Open if…

Jul 25, 2025

The most successful founders share one trait: they’re open if the outcomes serve them.

Open to brutal feedback—if it accelerates growth. Open to pivoting—if the data demands it. Open to firing top performers—if they’re cultural toxins. Open to saying no to “opportunities”—if focus creates more value.

But here’s the catch: being selectively open requires knowing your non-negotiables first. Without clarity on what you’re optimizing for, “openness” becomes indecision dressed up as flexibility.

The question isn’t whether you’re open-minded. It’s whether you’re open to the right things for the right reasons.

What are you optimizing for?

Coaching tree

Jul 24, 2025

When a client wanted to hire my associate, I said yes immediately.

Most leaders resist. They protect their team, hoard talent, create barriers.

That misses the more profound truth: Your most significant legacy isn’t who works for you now. It’s what they accomplish after they leave.

Sports refer to this as your “coaching tree” – the collection of players and assistants who worked under you and went on to achieve success elsewhere. Bill Walsh isn’t remembered just for Super Bowls but for developing future coaches like Mike Holmgren, Andy Reid, and Mike Shanahan.

Why does this matter in business?

Nobody working for you today is taking their final job. Nobody joins planning to stay forever. The role you offer isn’t their destination – it’s transportation.

Great leaders embrace this reality. They ask: “Where do you want to go?” Then they help people get there.

Former team members now own successful businesses, run large nonprofits, write bestsellers, or have joined organizations better suited to their ambitions.

This isn’t failure – it’s precisely what should happen.

The alternative is to keep people small and limit growth to maintain comfort, creating dependency rather than capability.

Your leadership philosophy should include this truth: success means people outgrow you.

Ask yourself:

Are you developing people or just using them?
Would you hire your team knowing they’ll eventually leave?
Will people look back at working with you as pivotal to their growth?

Bill Campbell, legendary Silicon Valley coach, measured impact by others’ success. When asked about his greatest accomplishment, he pointed to the individuals he had mentored.

The most meaningful metric isn’t who works for you today. It’s who thanks you tomorrow.

How’s your coaching tree looking?

Your calling card

Jul 23, 2025

The story you tell yourself is the same one shared with others.

What you say to yourself in private or think of yourself is the same that others get to see.

Be generous in your thoughts, and generosity will find you.

True ownership

Jul 22, 2025

“How’s that project coming along?” the leader asked.

“I’m waiting to hear back from the supplier,” came the reply.

Wrong answer.

If they’re waiting, they’re not owning. If they’re explaining why something isn’t happening, they’ve missed the point of leadership.

Proper delegation isn’t handing off tasks. It’s transferring ownership. When a leader gives someone responsibility, they’re saying: “I’m leaving this with you.”

Those five words represent complete trust. The leader shouldn’t need to follow up. They shouldn’t have to remind anyone. They shouldn’t be required to check the work. They’ve trusted someone with both execution and accountability.

Many leaders think they’re delegating when they’re merely assigning. They distribute tasks but retain the mental load – the planning, tracking, worrying, and ensuring completion.

That’s not delegation. It’s babysitting with extra steps.

If the leader has to solve problems others encounter, if they must push for progress, if they become the bottleneck waiting for updates – they might as well have kept the task themselves.

This simple principle transforms organizations. It liberates leaders from being the ceiling on their company’s growth. It empowers teams to think like owners rather than order-takers.

The handoff should be clean. The responsibility should be clear. The accountability should be unquestioned.

“I’m leaving this with you” means:

They’ll handle roadblocks without escalating every challenge
They’ll communicate proactively, not when asked
They’ll bring solutions, not just problems
They’ll treat this as if their name is on the door

IBM legend Thomas Watson Jr. put it plainly: “I never worry about action, but only about inaction.”

A leadership philosophy must include how responsibility is transferred. Without this clarity, growth is forever capped by the leader’s own capacity.

What are leaders holding onto that should be entirely owned by someone else?

Distraction rabbit holes

Jul 21, 2025

Distractions aren’t accidents. They’re escapes.

Every ping, scroll, and “urgent” task becomes our refuge from the demanding work that moves the needle. We’ve weaponized busy-ness against ourselves, mistaking motion for progress.

Cal Newport reminds us: Attention is your scarcest resource. Guard it fiercely.

The world doesn’t applaud your overflowing inbox or packed calendar. It rewards results born from sustained focus on what matters most.

Stop managing distractions. Start choosing focus. You can embrace the excuses or choose to get the results.

The urge will come. Meet it with intention, not impulse.

Moving on

Jul 20, 2025

The restaurant you loved, the sandwich you ate on repeat, the shirt you wore forever—each had its time and place in your life. But you moved on. How simple it becomes to let go of things, objects, inanimate, and replaceable.

Strangely, when it comes to people or situations involving people, we struggle to make the same clean transitions. We hold on and fight to keep relationships intact, even when one or both parties have moved beyond what once connected them.

The difference lies in our emotional investment and the stories we construct around human connections. Objects are transactional—they serve a purpose, we enjoy them, and then we move on when that purpose ends. People represent identity, validation, shared history, and imagined futures. We attach meaning that transcends utility.

However, perhaps the real insight here lies in recognizing the seasons. Just as that restaurant had its time and place in your life, so too do relationships and professional partnerships have their natural cycles. The critical question becomes: are we holding on because of genuine current value, or because we fear acknowledging that this chapter has concluded?

The Workplace Mirror

This dynamic plays out dramatically in organizational settings. Companies evolve, strategies shift, and market demands change—yet we expect every person to remain perfectly aligned with these transformations. We struggle to move on from employees who were instrumental in building what we were and are, but cannot contribute to what we’re becoming.

The startup warrior who thrives in chaos but crumbles under structured processes. The visionary leader whose big-picture thinking built the foundation but whose execution skills can’t scale the operation. The loyal team member whose skills plateaued while the role requirements multiplied.

Organizations struggle with these transitions, often keeping people in positions where neither party thrives, resulting in mutual frustration and suboptimal outcomes.

The Other Side of Growth

Consider the reverse scenario: the person who has outgrown their workplace. They’ve developed new capabilities, discovered deeper purposes, or evolved beyond what the organization can offer. When they choose to move on, we sometimes take it personally, as if their growth represents a rejection rather than a natural progression.

We expect loyalty to mean stagnation. We confuse commitment with the inability to recognize when circumstances have changed. The employee who leaves for a better opportunity is branded disloyal, when in truth they’re demonstrating the same healthy instinct that made you replace that worn-out shirt.

Seasons and Transitions

The courage to move on isn’t callousness—it’s recognizing that honoring what something was doesn’t require forcing it to remain what it has become. Sometimes the greatest respect we can show a relationship is allowing it to complete its natural arc rather than artificially extending it beyond its useful life.

In business and leadership, this manifests as difficult but necessary decisions. The advisor who was invaluable during startup but lacks scale-up expertise. The partnership that drove early growth but now creates friction. The process that worked for fifty employees but breaks at five hundred.

Reframing the Narrative

What would change if you approached transitions with people using the same clarity you bring to replacing household items? Not with coldness, but with honest assessment of current fit and future potential.

This doesn’t mean treating people as disposable objects. It means recognizing that growth—both personal and organizational—sometimes requires changes in roles, relationships, and arrangements. It means having honest conversations about alignment rather than pretending mismatches don’t exist.

The Leadership Challenge

Exceptional leaders develop the skill of kind candor around these transitions. They can acknowledge someone’s past contributions while honestly assessing current fit. They help people find roles where they can thrive, even if those roles exist elsewhere. They understand that holding onto misaligned relationships serves no one well.

They also recognize when they have outgrown a role, relationship, or situation, and they dare to make necessary changes rather than forcing artificial continuity.

Moving Forward

The next time you find yourself struggling to let go of a relationship or situation that has run its course, remember that favorite shirt. You didn’t discard it from a lack of appreciation—you replaced it because your needs had changed. You honored its service by wearing it until it no longer served you well.

People and situations deserve the same honest assessment. Honoring what was doesn’t require preserving what no longer serves its purpose. Sometimes moving on is the highest form of respect you can offer—both to others and to yourself.

The art lies not in letting go, but in recognizing when it’s time.

The unannounced friend

Jul 19, 2025

When did a friend showing up at your door shift from delightful surprise to mild panic?

We’ve trained ourselves to expect advance notice, calendar invites, and permission to connect. Spontaneity has become an intrusion.

What does it say about us when the people we care about most need appointments to see us?

Question everything

Jul 18, 2025

I observed a team reflecting on their service delivery process, and it seemed incredibly uncoordinated and inefficient.

“Why do you do it that way?” I asked.

The answer came immediately: “That’s how we have always done it, at least since I have been here.”

No further thought required. No questions asked—just blind repetition of an inherited process that nobody had examined for years.

This happens everywhere. In bootstrapped startups and Fortune 500 boardrooms. In hospital emergency rooms and factory floors. People inherit systems, follow them religiously, then wonder why progress stalls.

The most dangerous phrase in business isn’t “let’s try something new.” It’s “that’s how we’ve always done it.”

Processes calcify over time. What once made sense becomes outdated. What once solved problems now creates them. The original context vanishes, but the behavior remains, unquestioned.

When Jeff Bezos noticed employees using tables as desks at Amazon, he asked why. The answer: “That’s what we’ve always used.” He turned this into the “door desk” – an actual door with four legs – cutting costs while creating cultural identity.

Your leadership philosophy must institutionalize questioning. Not just tolerance for questions, but expectation of them.

The simplest inquiry often yields the greatest result: Why are we doing it this way?

Follow-ups matter too:

What problem was this process designed to solve?
Does that problem still exist?
What would we do if we started fresh today?
What happens if we stop doing this entirely?

Toyota built a global empire on this principle. Their production system gives any employee authority to stop the manufacturing line and ask: “Why this way?”

The leadership paradox: You must simultaneously build systems while questioning their continued relevance. Create a structure while inviting the disruption of that structure.

What process in your organization deserves fresh eyes today?

Clock ticking

Jul 17, 2025

“We’ll research that issue later this week,” someone on my team said about a problem that required attention.

I stopped them immediately.

What seemed like a minor delay would actually mean clients wouldn’t receive the nevcessary information for a few extra days.

This isn’t about being impatient. It’s about understanding consequences.

Every small delay creates ripple effects. Each postponed decision compounds. The cost of waiting is rarely visible until it’s too late to recover.

Thomas Keller, creator of Per Se (one of the world’s finest restaurants), demands “a sense of urgency” from his kitchens. Not frantic energy. Not rushing. But purposeful, deliberate action, understanding that timing matters.

Too many leaders confuse thoughtfulness with delay. They disguise procrastination as careful consideration. They mistake waiting for wisdom.

Start the clock.

Don’t waste days being indecisive about vendor selection. Don’t add weeks by slow-walking approvals. Don’t postpone difficult conversations, as they only become more challenging with time.

The Latin phrase “Festina Lente” captures this perfectly: make haste slowly. Move with purpose but without panic—urgency with control.

The projects that flounder rarely fail suddenly. They erode gradually through accumulated minor delays that nobody noticed until the deadline loomed as impossible.

The military puts it this way: slow is smooth and smooth is fast.

Your leadership philosophy must address time. Customers feel it when urgency is missing. Teams sense it when deadlines lack consequences. Markets punish it when competitors move faster.

Every day you postpone starting is a day you’ll never get back. Every “we’ll handle that tomorrow” is stealing an opportunity from your future.

What can you start right now? What clock needs to begin ticking today?

Eliminate the noise

Jul 16, 2025

‘Eliminate the Noise’—a Steve Jobs expression. ‘Focus on the signal.’ The great people do this repeatedly. They are focused. Yet most of us embrace complexity and quantity as a badge of honor. Being distracted is applauded by many.

I work with a client who attained remarkable achievements in a short period—industry recognition, key partnerships, and continued pioneering. Not through distraction but hyperfocus. His calendar is a kaleidoscope of blocks filled with intention.

You want to win? Get super focused. Cut the noise and help your team win.

After all, do you want success or merely boastful rights to a life unfulfilled and drained?

Focus on what you know

Jul 15, 2025

We live in a business culture that celebrates the unknown—the next breakthrough, the disruptive technology, the untapped market. Yet while we fixate on what we don’t know, we often overlook the profound power of what we already know.

Every successful scaling company has a core competency that already works. Every effective leader has strengths they’ve already proven. Every thriving organization has systems and processes that already deliver results. The question isn’t whether you should explore new territory—it’s whether you’ve fully exploited the territory you already occupy.

The gap between what we know and what we think we should know creates a dangerous distraction. We understand our customers’ current needs, the value-generating products, our team’s specific capabilities, and the processes that consistently deliver results. Yet we think we should know every possible future scenario, all competitive threats, and the perfect timing for every strategic move.

The leaders who scale successfully understand that perfect information is neither available nor necessary. They make decisions based on what they know, test assumptions quickly, and adjust course as new information emerges.

When you focus on what you know, powerful dynamics emerge. Speed increases because you’re not paralyzed by uncertainty. Confidence builds as your team leverages proven capabilities. Execution improves when you’re playing to your strengths. Risk decreases when building from known foundations rather than betting everything on unproven assumptions.

Your next strategic breakthrough likely isn’t hidden in some unknown territory you need to discover. It’s probably sitting in plain sight, waiting for you to recognize and fully exploit what you already know. The question isn’t what you don’t know—it’s what you’re going to do with what you do know.

The recipe paradox

Jul 13, 2025

Recipes demand precision. They have been tested and proven to attain the outcomes predicted. Yet we adapt them constantly —substituting ingredients, adjusting portions, modifying techniques.

The moment we customize, we create something new. It may look identical, taste similar, but it’s no longer the original recipe.

When we modify proven frameworks, we must own both the innovations and the outcomes. Adaptation is choice. Results are consequence.

Run lean

Jul 11, 2025

Last week, I sat with a founder whose company tripled revenue in 18 months. Sales were booming. The team had doubled. Market share was growing.

Yet there he sat, staring at the cash flow projections, which showed they’d be broke in 60 days.

“How is this possible?” he asked.

Growth sucks cash. And most entrepreneurs discover this law of business physics too late.

The faster you grow, the more working capital you need. You hire ahead of revenue. You build inventory before sales. You invest in capacity before demand. You pay expenses before collecting income.

Each seems reasonable in isolation. Together, they create a cash crunch that strangles otherwise promising companies.

Research from the Scale Up Institute shows that 74% of fast-growing businesses cite cash flow management as their primary constraint, not market opportunity, not talent acquisition, not technology.

The oxygen of your business isn’t profit. It’s cash. You can be profitable on paper and bankrupt in reality.

Visionary leaders focus on the Cash Conversion Cycle – the time it takes to convert investments in inventory and resources into cash receipts. Every day you shorten this cycle, you create capital you can reinvest.

Consider these levers:

Get paid faster (invoice promptly, tighten terms)
Pay more slowly (negotiate better supplier terms)
Hold less inventory (improve forecasting, implement just-in-time systems)
Increase prices (test value-based pricing models)
Require deposits (shift risk appropriately)

Each seemingly small change compounds. Reducing your cycle by just seven days might free up capital equivalent to 2% of annual sales – without any additional revenue.

The most successful scaleups create cash engines that fund their growth. They don’t just track profit and loss – they meticulously manage the timing of cash movements.

Because tomorrow’s opportunities mean nothing if you can’t make payroll today.

The courage premium

Jul 10, 2025

Zoom built video conferencing when Skype dominated and experts said the market was “never” big enough for another player.

Markets reward what others won’t touch.

Your breakthrough isn’t hiding in safe choices. It’s behind doors marked impossible

The metric that matters most

Jul 9, 2025

Walk into any thriving organization and ask three random employees what metric determines their success. In the best companies, you’ll get the same answer every time. In most companies, you’ll get blank stares or three completely different responses.

Verne Harnish’s Rockefeller Habits teach us that everyone should understand the one or two metrics that determine their success. It sounds simple. It’s rarely practiced.

The disconnect is costing you more than you realize.

The measurement madness

Most leaders believe more metrics mean better management. They create dashboards with 15 KPIs, thinking comprehensive measurement equals comprehensive performance. Instead, they create paralysis through analysis.

When everything gets measured, nothing gets prioritized. Employees spend their days chasing multiple moving targets, unsure which ones actually matter. They’re working harder, not smarter, because they can’t distinguish between activity and achievement.

The irony? Leaders often can’t articulate their own critical metrics. If leadership lacks clarity about what drives success, how can they expect their teams to have it?

What your metrics say about your strategy?

Unclear metrics reveal unclear thinking. They signal that leadership hasn’t done the hard work of identifying what truly drives success versus what simply feels vital to measure.

Multiple competing metrics create competing behaviors. Sales teams optimize for volume when you need quality. Operations teams optimize for efficiency when innovation is needed. Marketing teams optimize for impressions when they need conversions.

Everyone is winning their game while the organization loses the bigger one.

The inevitable consequence

This metric confusion creates a cascade of organizational dysfunction:

Scattered Effort becomes the norm. Teams work hard on activities that don’t correlate with business outcomes. Energy gets dispersed across too many directions instead of being concentrated on breakthrough activities.

Talent Frustration follows quickly. High performers leave because they can’t see how their work connects to meaningful results. They want to make an impact, not just complete tasks.

Growth Stagnation becomes inevitable. Without a clear focus, organizations plateau. They mistake motion for progress, busyness for business results.

The simple test

Here’s your diagnostic: Ask three random employees to identify the metric that determines their success. If you get three different answers, you’ve identified your problem.

The solution isn’t complicated, but it requires discipline. Choose the one or two metrics that truly drive your success. Communicate with them relentlessly. Align every decision, every meeting, and every initiative around them.

Clarity of metrics creates clarity of purpose. When everyone knows the score, everyone can play to win. The question isn’t whether you can afford to get this right—it’s whether you can afford to keep getting it wrong.

Time management is dead (and we killed it)

Jul 8, 2025

Stop chasing more hours. Start capturing more focus.

The myth of “not having enough time” is killing your potential. You have the same 24 hours as every game-changer before you. The difference isn’t their schedule—it’s their ability to eliminate everything that doesn’t matter and concentrate entirely on what does.

Most people scatter their attention across dozens of priorities, then wonder why nothing significant gets accomplished. They mistake motion for progress, busyness for importance. They’re working harder, not smarter.

Focus is your force multiplier. One hour of deep, undistracted work on your highest-leverage activity will outperform eight hours of fragmented effort across multiple tasks.

The real question isn’t “How do I find more time?” It’s “What am I willing to stop doing so I can focus on what truly moves the needle?”

Your breakthrough isn’t waiting for a clear calendar. It’s waiting for clear thinking. It’s waiting for you to choose the essential over the urgent, depth over breadth, concentration over distraction.

Time is abundant. Attention is scarce. Focus is your competitive advantage.

What will you eliminate today to create space for what matters most?

The human legacy

Jul 6, 2025

The tragic death of Liverpool and Portuguese forward Diogo Jota in a car crash sent shockwaves through the football world, but what followed revealed something extraordinary. While tributes poured in celebrating his goals and trophies, the overwhelming response focused not on his athletic prowess but on his humanity. Teammates, opponents, and coaches didn’t just express sympathy—they expressed profound gratitude for having known a man who consistently chose kindness over ego, authenticity over image, and elevating others over self-promotion. In a sport notorious for pressure and competition, Jota had somehow mastered the art of being genuinely good while being genuinely great.

The Central Question

In a world where exceptional talent often comes with exceptional ego, why don’t more of us strive to be precisely what Diogo Jota was—simply a good guy?

The Paradox of Elite Performance and Humanity

Jota existed under the tremendous pressure of elite football, where competition dominates each day, yet he “never sought popularity but found it anyway. Not a friend to two people, a friend to everyone. Someone who made others feel good about themselves just by being with them.” This reveals a profound truth: genuine character isn’t diminished by pressure—it’s shown by it.

Leadership Through Character, Not Position

His professionalism and belief were both “contagious and exemplary.” The most powerful leadership often comes not from those who seek to lead, but from those who embody the values others aspire to. Jota led by example, making everyone around him better by his mere presence.

The Multiplier Effect of Authentic Kindness

Teammates consistently described him as “humble, hardworking, kind, and always there for anyone who needed anything.” This wasn’t strategic relationship building—it was authentic care that created exponential positive impact across every circle he touched.

Strategic Principles for Organizational Leaders

1. The Character Compound Effect

Just as Jota’s kindness was “contagious,” character traits in leadership compound over time. Organizations led by individuals who prioritize being good humans first create cultures where excellence becomes sustainable rather than exhausting.

2. Performance Through Purpose

Despite fitness challenges, Jota “continued to tot up goals and assists for the cause, relied upon by Klopp and his successor.” His consistency came from understanding his role in something larger than personal statistics—a mindset essential for scaling organizations.

3. The Accessibility Advantage

He was described as “normal and real. Full of love for the people he cared about.” In an era where leaders often create distance through complexity, Jota’s accessibility made him more influential, not less.

Critical Questions for Reflection

For Individual Leaders:

Are you building your reputation on what you achieve or who you are?
Do people feel better about themselves after interacting with you?
Are you creating a legacy of performance or a legacy of positive human impact?

For Organizations:

Do your high performers elevate others or diminish them?
Is character development as intentional as skill development in your culture?
Are you measuring the right things—outputs or the quality of human experience your team creates?

The Scalability of Character

The most remarkable aspect of Jota’s story isn’t that he was kind despite his success—it’s that his kindness was integral to his success. “The person who never sought popularity but found it anyway” demonstrates a fundamental truth: authentic character scales infinitely without dilution.

The Choice We All Face

Jota’s death comes weeks after he married his long-term partner and “helped Liverpool win the Premier League title.” He lived a life in which professional excellence and personal excellence were inseparable. The question isn’t whether we can afford to be good guys in competitive environments—it’s whether we can afford not to be.

Every interaction is a choice between elevating or diminishing those around us. Jota consistently chose elevation, and the response to his passing reveals the exponential impact of that choice.

Actionable Application

Daily Practice: Before each significant interaction, ask yourself Jota’s implicit question: “How can I make this person feel good about themselves just by being with them?”

Organizational Practice: Measure and celebrate character-driven leadership as intentionally as you measure financial metrics.

Legacy Practice: Build systems and cultures that reward the behavior you want to see compound, not just the results you want to achieve.

The ultimate scaling challenge isn’t growing revenue or market share—it’s growing positive human impact while maintaining authentic character under increasing pressure. Diogo Jota proved this scaling is not only possible but profitable in every sense that matters.

Is innovation the distraction?

Jul 5, 2025

We live in a culture that prizes novelty over wisdom. But chasing trends without understanding is how you turn optimization into dysfunction.

The business world feeds on the next big thing. Agile became the answer to everything. Then it was OKRs. Now it’s AI integration or whatever framework promises to unlock your team’s potential.

Jim Collins spent years studying companies that made the leap from good to great. His research revealed something uncomfortable: the companies that sustained excellence weren’t the ones constantly pivoting to new methodologies. They were the ones who deeply understood their core mechanisms and relentlessly improved them.

“Most people think they need to find their passion,” Collins noted. “The research suggests you need to find what you’re genetically encoded to do well.”

Before you adopt any “hack,” ask yourself three questions:

What’s the mechanism here? Strip away the marketing language. What specific problem does this solve and how?

Is this addressing a real problem, or selling a story? Your team’s dysfunction isn’t solved by a new project management tool if the real issue is unclear decision-making authority.

Am I tracking the outcome, or assuming it’s working? Implementation isn’t success. Changed behavior that produces better results is success.

The companies that create lasting value don’t chase every trend. They master fundamentals so well that innovation becomes a natural extension of their core competence.

Your competitive advantage isn’t in having the latest system. It’s in understanding your business deeply enough to know which tools matter.

Freedom isn’t free

Jul 4, 2025

We celebrate independence like it’s a gift.

It’s not.

Independence is earned through choices. Daily ones. Hard ones.

The choice to stand by principles when it’s inconvenient. To maintain dignity when others don’t. To accept responsibility instead of passing blame.

Freedom without responsibility becomes entitlement. And entitlement kills what independence was meant to protect.

Put down your phone

Jul 3, 2025

In 1914, Ernest Shackleton’s ship, the Endurance, became trapped in Antarctic ice. For 22 months, his crew faced impossible conditions. Yet not one man died, and morale remained surprisingly intact.

Historians studying Shackleton’s leadership discovered something remarkable. Every morning, he would emerge from his tent fully dressed, clean-shaven, and ready. He ate the same rations as his men. When the ship finally sank, he was the last to leave. Most telling: he never showed fear or frustration in front of his crew, even when writing privately in his journal about his deep concerns.

Shackleton understood what many leaders today forget. Your team reads you constantly. They notice when you check your phone during their presentation. They see when you arrive unprepared for meetings. They watch how you respond under pressure.

The distance between engaged and distracted is enormous. Engaged means you ask follow-up questions. You remember what people told you last week. You put devices away when someone needs your attention.

Distracted looks like nodding while scrolling. It’s taking calls during team discussions. It’s that glazed expression when your mind is elsewhere.

Research from MIT shows that teams with fully present leaders are 35% more effective at problem-solving. But presence isn’t just about productivity. It’s about respect.

When you’re half-present, you signal that whatever’s on your screen matters more than the person in front of you. Your team internalizes this message. They start believing their work isn’t worth your full attention.

Shackleton’s men followed him through the impossible because he showed them they mattered. Every single day. In every interaction.

Your team is watching. They’re deciding right now whether you’re worth following through their impossible challenges.

What signal are you sending?

Same words yet different

Jul 2, 2025

Maya had to fire someone this week: two conversations, same message, different outcomes.

First attempt: “Your performance isn’t meeting expectations. We’re letting you go.”

The employee stormed out. Posted on social media and called colleagues.

Second attempt, same day, different person: “I’ve been watching your work, and I sense you’re struggling with some of our processes. Help me understand what’s been challenging for you.”

Twenty minutes later, they discovered the real issue. Misaligned expectations that left both parties in a less-than-ideal situation. Separating was in the best interests of both parties.

Harvard Business Review studied 20,000 performance conversations. Managers who led with curiosity and empathy achieved 67% better outcomes than those who led with judgment.

The Gottman Institute’s research on relationships shows that delivery accounts for 93% of communication effectiveness. Words matter less than how we say them.

Consider your last difficult conversation. Same facts, same stakes. But did you deliver with curiosity or certainty? With empathy or efficiency?

“The way we communicate with others and with ourselves ultimately determines the quality of our lives.” – Tony Robbins

Your message hasn’t changed. Your market position remains unchanged. Your quarterly numbers are identical.

But when you wrap truth in kindness and curiosity, people lean in instead of pulling away.

They collaborate instead of competing. They solve instead of defend.

To be successful does not require better information. It is about better delivery.

Your words are powerful. Your delivery makes them unforgettable.

Innovation tax

Jul 1, 2025

Tesla made electric cars when Detroit said consumers would “never” want them. Range anxiety. Charging stations. Cost barriers.

Innovation demands disappointing people who matter to you. The tax is their disapproval. The reward is their market share.

Chipping away

Jun 30, 2025

The sculptor knows something we’ve forgotten. Each chip matters, even when the marble looks unchanged. The breakthrough comes after countless strikes, not before.

Your strategy works the same way. Progress accumulates invisibly until suddenly it doesn’t.

Trust the process when results lag behind effort.

Are you drifting?

Jun 29, 2025

“What’s your philosophy?”

Pete Carroll asked this after fifteen mediocre seasons coaching football. The answer changed everything, leading to championships at USC and a Super Bowl with Seattle.

Most leaders I meet don’t have an answer.

They’re winging it. Making decisions on the fly. Reacting rather than creating, then wondering why their teams seem confused.

Leadership without philosophy is like navigation without a compass. You might occasionally reach interesting places, but you’ll never know exactly how you got there or how to return.

Every sustainable business has an operating system – not just stated values framed on walls, but actual principles guiding daily decisions when the leader isn’t in the room.

The most dangerous words in any organization: “That’s just how we’ve always done it.”

Philosophy gives everyone a shared language. It creates consistency in chaos. It provides the framework for solving problems without requiring you to be everywhere at once.

Your philosophy doesn’t need to be complex. It might be as simple as “sense of urgency” or “make a positive contribution every day.” What matters is that it’s defined, communicated, and lived.

The irony: most leaders don’t develop their philosophy until after their first major failure. They learn the hard way that instinct and intelligence only get you so far.

Pete Carroll needed fifteen seasons and a painful firing to realize he lacked a coherent approach. John Wooden drafted his famous “Pyramid of Success” after struggling to find his coaching voice.

Why wait for failure to force reflection?

Starting today, ask yourself: What principles guide my decisions? What values do I refuse to compromise? What behaviors do I expect from my team?

Your answers aren’t just philosophy. They’re the foundation of everything that follows.

Deck chairs on the Titanic

Jun 28, 2025

April 14, 1912. The Titanic’s crew focused on dinner service and deck arrangements while water poured through the hull. They polished brass while the ship sank.

History recorded their final hours spent organizing furniture instead of organizing lifeboats.

Your business has its deck chairs. Endless meetings about font choices while customer churn accelerates. Perfecting PowerPoint slides while competitors steal market share. Debating office layouts while cash flow bleeds.

The iceberg isn’t always visible. But the impact is inevitable.

Smart leaders distinguish between what is urgent and what is fatal. They fix the hull before arranging the furniture.

Your company is either moving toward growth or the bottom. There’s rarely middle ground.

Stop rearranging deck chairs. Find your leak.

Being direct

Jun 27, 2025

Most leaders think being direct is harsh. They’re wrong.

Steve Jobs killed projects with two words: “It’s sh(one)t.” His team knew exactly where they stood. No false hope. No mixed signals. No, wondering if maybe next quarter would be different.

Your meetings run long because you won’t say what you mean. You meet again because you did not resolve the matter. Your projects drag because you won’t make the call. Your team drifts because you think kindness means keeping everyone comfortable. Over time, performance wanes, leading to demise and ultimately doing what should have been done much earlier.

Why, because we do not know how to be direct.

But clarity isn’t cruel. It’s expensive. It costs you the safety of maybe. The comfort of later. The luxury of universal approval.

Your people don’t need your diplomatic dance. They need to know what matters. What doesn’t make the cut. Where they stand.

The conversation you’re avoiding is the one your team needs most. The project you won’t kill is stealing resources from what could work. The person you won’t redirect is wasting their talent in the wrong seat.

Surgical precision demands surgical courage. The courage to disappoint. To be misunderstood. To choose progress over politeness.

Your next decision is waiting. You can soften it, committee it, delay it. Or you can give your team the most expensive gift possible.

Two clear words beat twenty careful paragraphs.

The never signal

Jun 26, 2025

Airbnb launched when hotels said strangers would “never” stay in each other’s homes. Too risky. Too weird. Too impossible.

When entire industries agree something won’t work, that’s your cue. Universal rejection often signals universal opportunity.

Can you still think?

Jun 25, 2025

We’re drowning in content that sounds the same because it is very much the same. It comes from the same source: algorithms trained on what already exists, not human minds wrestling with problems.

The convenience is seductive. Why struggle with your thoughts when you can generate something that looks professional in seconds? Why sit with discomfort when you can have instant answers?

What are we trading away? Is it only the messy, uncomfortable process of thinking through problems ourselves? What of the moments when our minds make unexpected connections, the struggle that creates genuine insight?

Your competitors are making this trade too. They’re publishing the same recycled ideas wrapped in slightly different words. Their strategies sound familiar because they are familiar—variations on themes that machines learned from other machines.

This creates an opportunity for those willing to do the hard thinking work.

Real thinking is slow, uncertain, and requires sitting with questions longer than feels comfortable. It means accepting that your first idea probably isn’t your best idea. It is time-consuming and hard.

Those who will stand out aren’t those who can generate content fastest. They’re the ones who can create thoughts that haven’t been thought before.

Your customers can spot the difference between borrowed insights and profound wisdom. They can sense when someone has struggled with a problem versus when someone has simply processed it.

The temptation to outsource thinking will only grow stronger. The tools will get better, faster, and more convincing.

Thinking isn’t just about reaching conclusions. It’s about developing the capacity to navigate uncertainty, to see patterns others miss, to make connections that create value. That is where we grow.

You can’t build that capacity without using it, and a market awaits those who have something original to say.

When everyone says never

Jun 24, 2025

The best opportunities hide behind universal rejection.

Netflix mailed DVDs when everyone said streaming would “never” work. Blockbuster had 9,000 stores and laughed at the idea.

Consensus isn’t safety. It’s the sound of opportunity walking past your competitors while they nod in agreement.

Stop feeding your worries

Jun 23, 2025

Time isn’t your scarcest resource. Attention is.

You waste mental energy on things that don’t exist yet. Problems that might happen. Conversations that may never come. Outcomes beyond your control.

Three questions end this waste:

Is this thought true? If no, drop it. Your brain creates fiction faster than Netflix creates content. Don’t binge-watch your disasters.

Can you solve it? If yes, solve it. If no, asking the following question becomes essential.

Can you accept what you can’t control? This separates fulfilment from worry. Acceptance isn’t surrender. It’s strategic focus.

Your mind is prime real estate. Every minute spent on speculation is a minute stolen from creation. From solutions. From what matters.

Stop renting space to tenants who don’t pay. Your breakthrough won’t come from perfecting your worry. It comes from perfecting your focus.

The problem you’re imagining probably won’t happen. The opportunity you’re missing definitely will.

But it didn’t happen

Jun 22, 2025

Those discussions of contention arise when you discover something didn’t happen as it should have. As you thought it should have.

It didn’t happen. That will not change.

Why lament what may have been? That energy is futile and disruptive.

We gather in rooms, rehashing missed opportunities. Assigning blame for alternate histories that never existed.

The deal collapsed. The hire failed. The launch stumbled.

“So what’s next?” is the more appropriate response.

Let’s get it done.

Isolate to accelerate

Jun 21, 2025

“In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.” – Theodore Roosevelt

Scientists isolate variables to find truth. They remove noise to see signal.

Your business operates in chaos. Endless meetings. Scattered priorities. Competing demands.

But breakthrough happens in isolation.

Strip away the distractions. What remains drives real growth.

Find your constraint. Everything else is just noise.

Climbing the ladder

Jun 20, 2025

Building relationships is far more difficult than stepping over them.

While it’s tempting to imagine that we’re always racing upward, it’s far more likely we’ll meet those same people again when we are forced to descend.

Growth’s hidden handcuffs

Jun 19, 2025

Growth feels unstoppable until it stops.

You’ve mapped the strategy. Built the team. Secured the funding. But something still chokes your momentum.

Most leaders seek more resources, better processes, or smarter people, but they’re solving the wrong problem.

Eliyahu Goldratt understood this. His Theory of Constraints revealed a truth that disrupts how we think about scaling: every system has one constraint that governs its entire throughput. Not three constraints. Not five. One.

Your organization is a chain. The weakest link determines everything.

But here’s what trips up most executives: constraints hide in plain sight. They masquerade as everyday business challenges. A bottleneck in approvals. A key person who’s overwhelmed. A process that worked at 50 people but breaks at 150.

The constraint doesn’t announce itself. It whispers through missed deadlines, frustrated customers, and teams that feel stuck despite working harder.

Finding your constraint requires brutal honesty. Look where work piles up, decisions stall, and the same problems resurface monthly.

Once you spot it, resist the urge to work around it. That’s what creates more constraints downstream.

Instead, elevate it, give it resources, redesign processes around it, and make everything else subordinate to optimizing this single chokepoint.

When you break one constraint, another will emerge. That’s not failure. That’s progress.

Most organizations try to fix everything at once. Smart ones fix the one thing that fixes everything else.

Your constraint is already there, governing your growth rate. The question isn’t whether it exists. The question is whether you’ll find it before it finds you.

The container or the contents

Jun 18, 2025

The debate misses the point entirely.

Some people dismiss audiobooks as “not real reading.” They’re wrong about what matters.

Reading isn’t about the mechanics—eyes tracking words, fingers turning pages. It’s about absorbing ideas, wrestling with concepts, letting stories change your thoughts.

Historical evidence supports this. Before widespread literacy, knowledge was passed through oral tradition. Master craftsmen taught apprentices through spoken instruction. Philosophy spread through dialogue, not manuscripts. The most outstanding teachers—Socrates, Buddha, and Jesus—relied on the spoken word to transmit transformative ideas.

Your grandfather, learning trades through apprenticeship, wasn’t getting a second-rate education. The student listening to lectures isn’t cheating compared to reading textbooks.

The Container Doesn’t Define the Contents

A CEO who absorbs Good to Great while commuting gains the same strategic insights as one reading it at their desk. The executive listening to Scaling Up during workouts still learns how to build systems that stick.

What transforms leaders isn’t the delivery method—it’s engagement with ideas that challenge assumptions and expand thinking.

The format wars distract from what drives growth: consistent learning, deep reflection, and applying insights to real challenges.

Your Learning Style Matters More

Some people retain better through visual processing. Others through auditory. Some need the tactile experience of physical books. All paths lead to the same destination when you’re genuinely engaged.

The leader who dismisses audiobooks loses access to learning during commutes, workouts, and walks. That’s hundreds of hours of potential growth traded for format purity.

Choose the method that keeps you learning consistently. Your business doesn’t care whether you read, listened, or absorbed ideas through interpretive dance—it cares whether you applied what you learned to create value.

Stop debating containers. Start focusing on contents.

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Maintaining your engine

Jun 17, 2025

“The groundbreaking research on machine maintenance versus human maintenance reveals a stark contradiction in our priorities.” – Harvard Business Review

We schedule oil changes every 3,000 miles, replace filters religiously, and calibrate equipment to prevent costly breakdowns.

But when did you last calibrate yourself?

Your performance engine needs maintenance, too.

Corruption’s innocuous beginnings

Jun 16, 2025

Corruption isn’t just about politicians stuffing briefcases with cash..

It starts when you skip the difficult conversation because it’s uncomfortable, when you hire your friend instead of the best candidate, and when you bend the process “just this once” to hit your numbers.

We tell ourselves these small compromises don’t matter. But each one builds a muscle memory for cutting corners. Each exception becomes the new rule.

The executive who overlooks a team member’s poor performance because they like them personally. The founder who inflates projections to close funding. The manager who stays quiet when they see something wrong.

These aren’t catastrophic failures. They’re tiny erosions of standards that compound over time.

Corruption thrives in organizations where speed matters more than integrity. Where hitting targets trumps doing things right. Where loyalty is valued over competence.

The antidote isn’t more rules or compliance training. It’s building systems that make the right choice easy, creating cultures where standards are non-negotiable, even when—especially when—they are inconvenient.

Your reputation takes decades to build and seconds to destroy. But long before that moment of destruction, there were thousands of small moments where you chose convenience over character. The infrastructure of corruption is built one compromise at a time.

Built to last miles

Jun 15, 2025

24 hours at Le Mans each June reveals what separates champions from casualties.

It’s not the blistering start. Not the early lead. Not even the spectacular overtakes that grab headlines.

Winners minimize mistakes. They follow procedures. They stay consistent when others crack under pressure.

Watch the teams that flame out. They chase early glory, push too hard in hour three, skip the pit strategy, and ignore the data their crew feeds them.

Sound familiar?

Your organization probably has a brilliant plan, a sharp strategy, and clear goals. But execution is where most leaders lose the race.

The quarterly sprint mentality kills more companies than bad products ever will. You optimize for the wrong metrics. Celebrate month-one victories. Then wonder why you’re broken down on the side of the track while competitors cruise past.

Le Mans drivers know something you might not. The race isn’t won in the first turn. It’s won at 3 AM when fatigue sets in, when systems break down. When the easy choices become tempting.

That’s when the process saves you.

Your team needs procedures that work when everything goes wrong, systems that function when you’re not watching, and discipline that holds when pressure mounts.

The cars that finish aren’t always the fastest. They’re the most reliable, and your business should be, too.

The reality gap

Jun 14, 2025

You built a story about yourself. Then you started believing it.

The metrics you ignore. The feedback you dismiss. The reality you’ve decided doesn’t apply to you.

Your team nods along because challenging the narrative feels dangerous. Your advisors tell you what you want to hear because it’s easier than the truth.

But fantasy has an expiration date.

The market doesn’t care about your story. Customers don’t buy narratives. Gravity works whether you believe in it or not.

The question isn’t whether you’ll face reality.

It’s whether you’ll choose to see it before it chooses you.

When problems become patterns

Jun 13, 2025

You missed the quarterly target by 3%. The new hire quit after two weeks, and a key client complained about response time.

Each feels like an isolated incident. Something to fix and move on from.

But step back. Look at the pattern.

The missed target follows three quarters of “almost there.” The quick departure mirrors four others this year. The client complaint echoes feedback you’ve been getting for months.

Harvard Business School research shows executives spend 23% of their time firefighting incidents while ignoring the systems that create them. We’re wired to solve the immediate problem, not examine why it keeps happening.

The difference between incident and systemic isn’t the event—it’s the frequency and your response to it.

An incident gets a band-aid. A system problem gets surgery.

When you catch yourself saying “this won’t happen again” for the third time about the same type of issue, you’ve crossed the line. The problem isn’t the problem anymore. Your tolerance for it is.

Great leaders distinguish between noise and signal. They know the difference between fixing and preventing.

The question isn’t whether you can solve today’s crisis. It’s whether you’re brave enough to prevent tomorrow’s.

Opinions are worthless

Jun 12, 2025

Intel’s Andy Grove faced a room of experts who wanted to destroy him. His semiconductor research contradicted decades of established theory. The scientific community was ready to burn him at the stake.

Grove didn’t apologize, he didn’t soften his findings, and he built a culture where data trumped opinion every time.

The Fairchild Eight had already proven this principle when they left Shockley Semiconductor. William Shockley was a Nobel Prize winner, but his opinions about transistor design were wrong. The eight engineers trusted their data over his reputation. They founded Fairchild Semiconductor and changed the world.

Grove took this further at Intel. He created the “constructive confrontation” culture. Status and seniority meant nothing. Only evidence mattered. Junior engineers could challenge senior executives if they had better data.

When IBM engineers criticized Intel’s 8086 processor, Grove’s team didn’t cave to pressure. They presented their benchmarks. The data won. IBM chose Intel to launch the PC revolution.

Most leaders avoid this approach. They want consensus. They want everyone to feel heard. They mistake politeness for progress.

But opinions are abundant and worthless. Everyone has them. They cost nothing to produce and deliver no value. Data is scarce and expensive. It requires work, testing, and courage to defend.

Grove understood something most miss: truth-seeking requires the willingness to be disliked. When you prioritize being right over popular, you create cultures that innovate instead of elaborate. Your team doesn’t need another opinion. They need leaders brave enough to follow the evidence wherever it leads.

Who coaches the coach

Jun 11, 2025

The executive sits across from me, frustrated. Revenue plateaued. Team morale dropped. Market share slipping.

“I’ve tried everything,” he insists.

Everything except the one thing that matters most: looking in the mirror.

We all have blind spots. The higher you climb, the bigger they get. Success breeds confidence. Confidence breeds certainty. Certainty breeds blindness.

Your team won’t tell you. They see the gap between your self-perception and reality, but they’re not about to risk their careers pointing it out. Your board sees numbers, not nuance. Your spouse hears your frustrations but lacks context.

You need someone with skin in the game but not skin in your game. Someone who profits from your growth, not your comfort. Someone who measures success by your results, not your satisfaction with their feedback.

The best athletes have coaches. The best musicians have teachers. The best writers have editors.

But somehow, we’ve convinced ourselves that leadership is different. That experience makes us immune to bias, ego, and tunnel vision.

It doesn’t.

Growth requires an external perspective—someone who can see what you can’t see, challenge what you won’t challenge, and ask questions you’re afraid to ask.

You think you don’t need coaching the moment you need it most.

Your blind spots aren’t character flaws. It’s human nature. But they’re also growth limiters.

Find someone brave enough to show you what you’re missing.

Growth demands new thinking

Jun 10, 2025

Growth changes everything. Your old playbook stops working. Your team hits walls they’ve never seen.

You have choices. Learn fast, hire smart, or get coached. But choosing nothing isn’t a choice.

The resistance reveals more than the situation. Are you protecting your ego or building something bigger?

Your reluctance to get help might be the very thing killing your growth.

Welcome the complement. Your business depends on it.

Small words matter most

Jun 9, 2025

Napoleon’s Grande Armée conquered most of Europe. But the empire crumbled within months when his soldiers stopped saluting their officers.

Small gestures reveal big truths about character.

The Forgotten Art of Basic Respect

Research from the University of Pennsylvania shows teams with higher courtesy scores outperform others by 31% in productivity metrics. Yet somewhere between efficiency and urgency, we forgot that “please” takes one second to say.

Harvard Business School tracked 20,000 workplace interactions. The presence of “thank you” correlated directly with employee retention rates. Teams hearing appreciation stayed 40% longer than those who didn’t.

When Manners Became Optional

We’ve convinced ourselves that speed trumps civility, that directness excuses rudeness, and that results justify treating people like tools rather than humans.

But here’s what the data reveals: courtesy isn’t courtesy at all. It’s strategy.

“Sorry” doesn’t make you weak. It makes you trustworthy. “Please” doesn’t slow you down. It speeds up compliance. “Thank you” doesn’t cost you authority. It builds it.

The Three-Word Advantage

Every interaction is a deposit or withdrawal from your leadership account. These three phrases are compound interest for your reputation.

Your competition thinks manners are old-fashioned. Your customers and team members think they’re refreshing.

The choice between being right and being respectful isn’t a choice. You can be both.

Excellence isn’t just about what you accomplish. It’s about how you treat people while accomplishing it.

Ego blinds everyone

Jun 8, 2025

The most powerful and richest people on the planet are locked in a very public struggle. But this isn’t about policy or progress. It’s about ego.

Ryan Holiday nailed it in “Ego is the Enemy.” He wrote, “The ego we see most commonly goes by a more casual definition: an unhealthy belief in our own importance, arrogance, and self-centered ambition.”

We’re witnessing this play out on the world stage. Two titans, each convinced of their righteousness, each unable to step back from the brink of their own making. While it is significant enough in itself, for them, it does not suffice unless everyone is looking.

But here’s the uncomfortable truth: we do this too.

Every boardroom battle that should have been a conversation, every relationship destroyed by the need to be right, every opportunity missed because we couldn’t admit we were wrong.

Stanford’s research on decision-making shows that ego-driven choices cost organizations significantly in poor strategic decisions. The data is precise: ego doesn’t just bruise feelings—it crushes results.

The most dangerous part? The ego feels justified. It whispers that we deserve this fight, that our reputation is at stake, that backing down is weakness.

It’s not.

The strongest leaders know when to fold. They understand that being right isn’t worth being alone. They recognize that influence comes from service, not dominance.

While the world watches two egos collide, the real question isn’t about them. It’s about you. When did your ego last cost you something valuable? When did the need to win make you lose what mattered most?

Your ego isn’t protecting you. It’s isolating you.

Stir sleeping dogs

Jun 7, 2025

In business, underperforming products or segments are referred to as the dogs in the portfolio. Too often, companies merely let them lie. Yet the issue is that in time this creates a culture that will inevitably impact all other segments. If one dog is sleeping, why can’t the others?

The vigilance in addressing isolated underperformance becomes the impetus for improved performance overall.

When you allow one area to coast, you signal that standards are negotiable. Teams watch, learn, and adjust their effort accordingly.

But most leaders miss this: the sleeping dog isn’t just dragging down numbers. It’s teaching everyone else that average is acceptable.

Your best performers notice when mediocrity is treated the same as excellence. They see resources flowing to segments that don’t earn them, and they watch meetings where tough conversations get postponed again.

The culture you’re building isn’t about the dog. It’s about what you do when you find one.

Every day you leave underperformance unaddressed, you’re training your organization to believe that accountability is optional, that standards shift based on convenience, and that comfort matters more than results.

The most successful leaders understand this multiplier effect. They know that addressing one sleeping dog prevents ten others from lying down.

Your portfolio isn’t just a collection of products or segments. It’s a mirror of your leadership standards.

Question everything

Jun 6, 2025

I observed a team reflecting on their service delivery process, and it seemed incredibly uncoordinated and inefficient.

“Why do you do it that way?” I asked.

The answer came immediately: “That’s how we have always done it, at least since I have been here.”

No further thought required. No questions asked. Just blind repetition of an inherited process that nobody had examined for years.

This happens everywhere: in bootstrapped startups, Fortune 500 boardrooms, hospital emergency rooms, and factory floors. People inherit systems, follow them religiously, and then wonder why progress stalls.

The most dangerous phrase in business isn’t “let’s try something new.” It’s “that’s how we’ve always done it.”

Processes calcify over time. What once made sense becomes outdated. What once solved problems now creates them. The original context vanishes, but the behavior remains, unquestioned.

Your leadership philosophy must institutionalize questioning. Not just tolerance for questions, but expectation of them.

The simplest inquiry often yields the greatest result: Why are we doing it this way?

Follow-ups matter too:

What problem was this process designed to solve?
Does that problem still exist?
What would we do if we started fresh today?
What happens if we stop doing this entirely?

Toyota built a global empire on this principle. Their production system gives any employee the authority to stop the manufacturing line and ask: “Why this way?”

The leadership paradox: you must simultaneously build systems while questioning their continued relevance. Create a structure while inviting the disruption of that structure.

What process in your organization deserves fresh eyes today?

Why leaders fear what growth demands

Jun 5, 2025

Growth demands discomfort. Yet most leaders choose the illusion of stability over the reality of progress.

The Comfort Trap That Kills Companies

“The enemy of great is good.” – Jim Collins

Organizations settle into patterns that once worked. They mistake temporary comfort for permanent safety. But standing still in a moving world means falling behind.

The math is brutal. Competitors are gaining ground while you’re avoiding the small discomfort of regular change. Markets are shifting. Customer expectations are evolving.

Three Principles That Separate Survivors from Thrivers

Innovative organizations don’t wait for a crisis to force their hand. They build change into their DNA through disciplined practices.

Market awareness becomes obsessive, not casual. You track competitors’ moves before they announce them, and you spot customer shifts before they become trends.

Performance reviews get ruthless precision. No feel-good metrics or vanity numbers. Just cold facts about what’s working and what isn’t.

Goals become granular milestones, not distant dreams. You measure progress weekly, not quarterly.

The Price of Procrastination

“We overestimate what we can do in a day, and underestimate what we can do in a year.” – Bill Gates.

Every month you delay necessary changes, the eventual disruption grows larger. Small adjustments today prevent massive upheavals tomorrow.

Companies that embrace continuous change stay ahead of the curve. Those that resist change find change imposed upon them—usually at the worst possible moment.

Your choice isn’t whether change will happen. Your choice is whether you’ll lead it or let it lead you.

What sets you apart?

Jun 4, 2025

In 1978, two childhood friends opened an ice cream shop in a converted gas station in Burlington, Vermont. Ben Cohen and Jerry Greenfield had $12,000 and a simple idea: make the best ice cream possible while making the world a little better.

While other ice cream companies focused on efficiency and profit margins, Ben & Jerry’s chose something different. They would be the ice cream company that stood for social justice, environmental responsibility, and pure fun.

They didn’t just talk about values. They baked them into everything. Chunk-filled flavors with playful names like “Cherry Garcia”, “Chunky Monkey” and my personal favorite “Chubby Hubby.” A salary ratio where the highest-paid employee couldn’t earn more than seven times the lowest-paid worker. Activism baked right into their business model.

The result? A small Vermont startup grew into a global brand that sold for $326 million while staying true to its quirky, value-driven identity.

Ben & Jerry’s didn’t accidentally stumble into success. They consciously chose what would set them apart, then obsessed over it.

The Vanilla Problem

Most organizations operate like vanilla ice cream. Safe. Predictable. Forgettable.

They sell products, manage operations, and serve customers. The mechanics are identical across industries. Yet a few companies break through this sameness by making deliberate choices about their differentiation.

Consider 1-800-GOT-JUNK? They could have been another waste removal service. Instead, they chose to be “the Starbucks of junk removal” – clean trucks, uniformed teams, and friendly service that transforms an unpleasant experience into something almost enjoyable.

Or look at Warby Parker. They entered a market dominated by one company charging premium prices. Their differentiation? Stylish glasses at fair prices with home try-on service. Simple, clear, and executed relentlessly.

Your Personal Differentiation

You compete every day, whether you realize it or not, for attention, opportunities, and the chance to make an impact.

Most people default to vanilla. They show up, do good work, and hope someone notices. But good isn’t memorable, and competent isn’t compelling.

The breakthrough happens when you decide what you stand for—not what you think others want to hear but what genuinely drives you.

Are you the person who always delivers ahead of schedule? The one who asks the uncomfortable questions that need asking? The leader who obsessively develops others?

Your differentiation isn’t a marketing slogan. It’s a commitment to behaviors that reinforce who you choose to be.

Build your daily practices around this choice. Make it visible in every interaction. Let it guide your decisions.

Because in a world full of vanilla, distinctive flavors get remembered.

Leadership theatre always fails

Jun 3, 2025

Reed Hastings didn’t become Reed Hastings by copying other media executives. Yet most leaders do exactly that—they grab tactics from admired bosses and stitch them together like a corporate Frankenstein.

Consider how Satya Nadella transformed Microsoft. He didn’t emulate other tech CEOs or follow his predecessor’s aggressive playbook. Instead, he drew from his core belief in empathy and a growth mindset. That authenticity—not borrowed strategies—revived a stagnant giant.

The same pattern appears everywhere. Marc Benioff’s Salesforce leadership style came from his genuine belief in equality and giving back, not from copying other software executives. Yvon Chouinard built Patagonia around his deep environmental values, not by mimicking other retail leaders.

Research from Harvard Business School shows that their teams perceive authentic leaders as three times more trustworthy. But here’s the problem: most leaders never pause to identify what authentic means for them.

Your leadership style should emerge from your core values, not from a collection of best practices you’ve observed. When Tony Hsieh built Zappos’ culture around delivering happiness, it worked because it matched who he was. Try transplanting that approach to someone naturally reserved and process-driven—it becomes theater, not leadership.

The marketplace rewards authenticity because people can sense when you’re performing versus when you’re being genuine. Your team knows the difference between borrowed confidence and the real thing.

Your values aren’t just nice-to-have principles. They’re your leadership operating system. They guide tough decisions when playbooks fail and stakes are high. Stop collecting other people’s moves and start building from what matters most to you.

The curve that wins

Jun 2, 2025

Change breaks people before it makes them. The Kübler-Ross Change Curve shows us exactly how this breaking happens: denial, anger, bargaining, depression, and finally acceptance. Most leaders pretend this emotional chaos doesn’t exist. They announce a change and expect immediate compliance.

That’s not leadership. That’s wishful thinking.

Smart leaders know the curve exists, and they prepare for it. When your star performer starts questioning everything, that’s not rebellion—that’s stage two of a natural process. When your usually optimistic team lead goes quiet, that’s not disengagement—that’s stage four.

The curve doesn’t care about your timeline. It’s not linear or predictable, and people don’t move through it step by step. Some skip stages. Others cycle back. Your job isn’t to rush them through it.

Your job is to guide them through it.

The Kübler-Ross Change Curve

Here’s what works:

During denial, communicate relentlessly. Not once, not twice, but until reality penetrates the shock. Clear, transparent communication is key to overcoming the challenges of the denial stage.

During anger, listen more than you speak. Validate the frustration without caving to it. Remind yourself that a range of emotions is common, and providing the guidance your employee needs to process the change can help them graduate from the emotion.

During bargaining, focus on discussions. Let them explore alternatives, but keep steering toward the inevitable.

During depression, provide support systems. This is where people quit—mentally first, then literally.

During acceptance, celebrate momentum. But don’t declare victory too early. People may continue to experience echoes of all of these stages as they reconcile the past with the present.

The companies that scale through change aren’t the ones that avoid the curve. They’re the ones who surf it. They know emotional turbulence precedes breakthrough performance.

The Kubler-Ross Model helps leaders guide teams through change by addressing emotional responses, supporting morale and fostering engagement. It turns resistance into readiness and transforms uncertainty into growth.

Change will happen with or without your permission. The curve will run its course with or without your attention. But outcomes? Those depend entirely on how well you navigate what’s predictably unpredictable about human nature.

Marmite characters

Jun 1, 2025

Marmite, the much-loved yeasty spread widely used by many in the UK. And equally despised.

When it comes to people, you know them immediately.. The person who walks into a meeting, half the room lights up while the other half quietly groans. Marmite characters – loved by some, despised by others, with precious little middle ground.

But what we miss in our rush to judgment is that the source of their divisiveness tells us everything.

The Principle Stand

Some leaders divide rooms because they refuse to compromise on what matters. They’ll call out mediocrity when everyone else stays silent. They’ll push back on popular decisions that serve no one well. They make people uncomfortable because comfort often comes at the cost of progress.

Steve Jobs was Marmite. So was Margaret Thatcher. Reed Hastings at Netflix, and Nelson Mandela. They didn’t set out to be divisive – they set out to be right about things that mattered to their mission.

The Ego Show

Then there are those who divide because everything orbits around them. They contradict each other. They take stands to feel important. They create conflict because drama feeds their need for attention. They need to be the headline, constantly.

The difference isn’t always obvious from the outside. Both types generate strong reactions, and both make people pick sides. But one serves a purpose larger than themselves, while the other serves only their own need to be seen.

The Real Test

Watch what happens when they’re not in the room. Do people continue the work they started, building on principles they established? Or does the energy die because it was never about the work?

Great leaders understand that being universally liked often means standing for nothing important. They’re willing to be Marmite if it means moving the right things forward.

The question isn’t whether you’re divisive – it’s whether your division serves something bigger than your ego.

When silence speaks louder

May 31, 2025

The Streisand Effect isn’t just a quirky internet phenomenon. It’s a fundamental force reshaping how power operates in our hyper-connected world.

Named after Barbra Streisand’s failed attempt to suppress photos of her Malibu mansion in 2003, the effect describes how efforts to hide information amplify its spread. What started as a legal demand to remove aerial photos generated millions of views and widespread media coverage.

Today, this principle cuts through every sector like a hot knife through butter.

Political leaders discover that classified document controversies explode precisely when they’re downplayed. Corporate executives learn that aggressive legal threats against critics create viral movements. Even small business owners find that trying to bury negative reviews often generates far more attention than the original complaint.

Research from the Journal of Business Research shows that companies attempting to suppress negative information see a 340% increase in public awareness of the issue they’re trying to hide. The data is stark—suppression backfires spectacularly in our digital age.

Consider recent corporate scandals where initial cover-up attempts transformed minor issues into major crises. Each legal threat, each “no comment,” each deletion of social media posts becomes evidence of something worth hiding.

The effect operates on a simple psychological principle: restriction creates curiosity. When information becomes forbidden, it becomes irresistible.

Smart leaders today embrace radical transparency not from moral conviction, but from strategic necessity. They know that in a world where information wants to be free, trying to cage it often sets it loose with hurricane force.

The question isn’t whether your secrets will surface. It’s whether you’ll control the narrative when they do.

Beautiul life happens now

May 30, 2025

Life is made up of small individual moments. Places, people, things, and experiences all melded together.

You plan the perfect vacation while your coffee grows cold.

You save for the dream house while sunlight streams through your current window.

Few truly appreciate the moment as it is because we’re so intent on chasing a beautiful life.

The beautiful life isn’t a destination. It’s this Tuesday morning, this random conversation, this imperfect but real right now.

Words leave marks

May 29, 2025

Why wait? Social interactions aren’t transactions.

The temptation lurks – to broadcast rather than connect, to perform rather than engage. Leaders who communicate with intention create resonance that outlasts algorithms.

Your message travels on waves of empathy. The medium doesn’t matter nearly as much as the care behind it.

True connection requires generosity. Not the glossy kind measured in likes and shares, but the vulnerable offering of attention.

What if you treated each interaction as if the person mattered? Because they do.

Affirmative action

May 28, 2025

A concept poorly defined, and one that is nuanced to suit the protagonists.

Affirmative action is often associated with providing opportunities for the traditionally disadvantaged. However, when we examine its nature, we find that is often not the case; rather, affirmative action exists to benefit even the privileged.

Athletes provided access to elite academic institutions with privileges. Nepotism rife within organizations because of legacy and connection. These are all practices of affirmative action, just by a different name.

The standards applied reflect the position we sit in at that given moment.

Making hard choices work

May 27, 2025

You built the team carefully, recruited with intention, trained with purpose, and watched individuals grow into something bigger together.

Now, circumstances have shifted. The role that made sense six months ago doesn’t fit today’s reality. The position that seemed essential is now redundant. The tough conversation you’ve been avoiding can’t wait any longer.

Here’s what most leaders miss: the decision isn’t tough once you see it.

When Preservation Demands Action

Keeping someone in a role that no longer serves the organization isn’t kindness—it’s cruelty disguised as compassion. You’re protecting your discomfort while the business slowly weakens around the edges.

The team knows. They see the misalignment. They watch resources flow to work that doesn’t move the needle. They question your judgment when you avoid the obvious.

Meanwhile, the person in the wrong seat often senses it, too. They feel the disconnect, struggle to add value, and wonder if they’ve lost their edge.

The Mathematics of Leadership

Every dollar spent on obsolete work is a dollar not invested in what’s vital. Every hour of management attention on the wrong priorities is time stolen from breakthrough opportunities.

This isn’t about being heartless. It’s about being clear on what the organization needs to thrive.

The leaders who build lasting value make these moves swiftly and thoughtfully. They explain the why, provide support for transition, and maintain dignity throughout.

But they don’t avoid the decision that everyone can see coming.

Your dedication isn’t measured by how long you keep people comfortable in roles that don’t matter. It’s measured by how well you position the organization and its people to succeed.

The right decision serves everyone better than the comfortable one.

No lyrics required

May 26, 2025

The drumbeat matters more than the lyrics.

People follow rhythm, not PowerPoints. Your team craves something bigger than themselves, not another strategic memo.

Give them a cause worth marching toward.

Underdogs always win…eventually

May 25, 2025

The 1980 U.S. Olympic hockey team wasn’t supposed to beat the Soviets. They were college kids facing the world’s most dominant hockey machine. The Soviets had won four straight Olympic golds. Their players were essentially professionals in an amateur tournament.

But Coach Herb Brooks didn’t focus on what his team lacked. He focused on what they could control: preparation, conditioning, and belief. He made them skate until they couldn’t stand. He taught them a system. He made them believe they belonged on the same ice.

The result? The “Miracle on Ice” – arguably the greatest upset in sports history.

Here’s what most people miss about underdogs: they’re not underdogs because they lack talent. They’re underdogs because they haven’t proven it yet.

Amazon started in a garage, selling books. Jeff Bezos was told repeatedly that bookstores would crush him. Today, Amazon’s market cap exceeds the GDP of most countries.

Apple was 90 days from bankruptcy in 1997. Michael Dell famously said he’d “shut it down and give the money back to shareholders.” Twenty-five years later, Apple became the world’s first trillion-dollar company.

The pattern is clear. Underdogs win because they have nothing to lose and everything to prove. They work harder because they have to. They innovate because conventional wisdom doesn’t work for them.

Research from Harvard Business School shows that 92% of companies eventually dominating their markets started as underdogs. They were dismissed, underestimated, or ignored.

The underdog advantage is real.

You’re not constrained by how things “should” be done. You can’t rely on brand recognition or deep pockets. You must be better, faster, smarter.

That desperation becomes your secret weapon.

Every number one was once a number two. Every market leader was once fighting for scraps. Every champion was once a contender that everyone overlooked.

The question isn’t whether you’re the underdog. The question is what you’re going to do about it. And do you have the tenacity to persevere? If you lack self-belief, don’t expect anyone else to.

Should you deep fry everything

May 24, 2025

The British chippy taught us that anything can be deep-fried. Mars bars, pizza, even ice cream. The oil doesn’t discriminate.

But skilled chefs know better. They understand that just because the fryer accepts everything doesn’t mean everything belongs there.

Your leadership operates the same way.

You can apply your go-to response to every situation. Use the same rhetoric for different audiences. Deploy identical solutions across varied problems.

The question isn’t whether you can—it’s what you lose when you do.

When Everything Looks Like a Deep Fryer

That presentation style that worked with investors? It might fall flat with your engineering team. The management approach that motivated your sales director could crush your introverted developer.

Your standard operating procedure becomes a hammer, and every challenge starts looking like a nail.

The Cost of Consistency

Myopic responses create predictable outcomes. Your team stops bringing you complex problems because they know you’ll serve up the same solution. Innovation dies in the oil of routine.

What looks like efficiency is waste. You’re missing the nuance that separates good leaders from great ones.

Beyond the Default

The best leaders develop a repertoire. They match their response to the situation, not the situation to their comfort zone.

They ask better questions: What does this specific challenge require? What approach serves this particular person? How can I adapt without losing my core principles?

Your willingness to customize your leadership style determines whether you lead or manage by default.

When more time creates less

May 23, 2025

The constraint that forces clarity.

Most leaders think adding time solves problems.

Give the team another week. Schedule more meetings. Extend the deadline.

But Parkinson’s Law tells us work expands to fill the time available. That presentation scheduled for next month will somehow require every day until delivery. The project with a generous timeline will use every hour allocated.

The magic happens in constraint.

When Amazon gives teams two-pizza meetings (no more people than two pizzas can feed), decisions happen faster. A startup with 18 months of runway moves faster than a competitor with three years of funding.

Your best people don’t need more time. They need clearer priorities.

The executive who takes two weeks to respond to emails isn’t more thoughtful than the one who responds in two hours. The team that spends six months on strategy isn’t more strategic than the one that decides in six weeks.

Time abundance breeds mediocrity. It allows us to avoid the hard choices, delay the difficult conversations, and postpone the decisions that matter.

Innovative leaders create artificial scarcity. They compress timelines not to stress their people, but to force focus. They understand that constraints don’t limit creativity—they unleash it.

The question isn’t whether you have enough time. The question is whether you’re using scarcity as a tool.

Your best work happens when you have less time than you need.

The tush-push

May 22, 2025

The “tush push” became the NFL’s most controversial play. Philadelphia Eagles quarterback Jalen Hurts lines up behind center. Two teammates plant their hands on his back and drive forward with everything they’ve got. The result? Nearly unstoppable short-yardage gains.

Critics called it unfair. Defenders said it was boring. But after endless debate, even NFL owners admitted the truth: sometimes you need someone behind you to get over the line.

Every business has its own goal lines. There’s the deal that’s 99% done but won’t close, the project stuck at 90% complete, and the revenue target you’re three percentage points from hitting.

You push harder. You strategize differently. You reorganize the team. Nothing works. You’re stuck.

That’s when you need your tush push.

Not someone out front pulling you forward—you’ve tried that. You need someone behind you who is applying focused pressure at precisely the right moment. The board member who makes the crucial introduction. The advisor who pushes you past your comfort zone. The mentor who won’t let you settle for “close enough.”

The Eagles didn’t apologize for using physics to their advantage. They recognized that sometimes the shortest distance between where you are and where you need to be isn’t a clever end-around or a flashy long bomb.

Sometimes it’s having someone willing to put their hands on your back and push when it matters most.

The question isn’t whether you’ll face those goal-line moments in business. The question is whether you’ve built relationships with people willing to push when you can’t push yourself any further.

Wise leaders don’t just surround themselves with cheerleaders. They find people who will get behind them when forward progress requires more than individual effort.

Self-selection

May 21, 2025

Culture isn’t about including everyone—it’s about creating a space where the right people thrive. When we try to accommodate everyone, we end up with a diluted environment where nobody feels truly at home.

The strongest cultures are self-selecting. They don’t bend to include those who don’t share their values; they establish clear boundaries that allow the right people to recognize themselves in your mission.

This isn’t about exclusion for its own sake. It’s about clarity that creates belonging. When people know precisely what you stand for, they can make an informed choice about whether they want to be part of it.

Think about the organizations you admire. They don’t try to appeal to everyone. They boldly declare their principles and let the market decide.

Southwest Airlines doesn’t apologize for its no-frills approach. Patagonia doesn’t compromise its environmental stance to attract customers who don’t care. Netflix explicitly states it’s not for everyone with its “keeper test” culture.

The paradox: When you stop trying to be for everyone, you become far more valuable to someone.

Your culture becomes a magnet rather than a net. It pulls the right people toward you with enough force to stay through challenges, rather than trying to catch everyone passing by.

The alternative is exhausting—constantly shape-shifting to accommodate different values and expectations until your organization stands for nothing.

Define what you stand for. Make it apply to everyone who joins. Then trust that the right people will self-select, stay committed, and build something remarkable together.

Prioritize time to see clearly

May 20, 2025

When leaders remain entrenched in day-to-day operations, they lose perspective. Like standing too close to a painting, they see brushstrokes but miss the complete image.

Executive coach and leadership expert Michael Bungay Stanier calls this “being in the swamp versus on the balcony.” The swamp is where the work happens—emails, meetings, decisions. The balcony offers perspective—patterns become visible, connections emerge.

Bill Gates has ritualized this practice with his famous “Think Weeks.” Twice annually, Gates retreats to a secluded cabin with stacks of papers and books from Microsoft employees and thought leaders. During these periods of isolated reflection, he reads, thinks, and maps out strategic directions—free from meetings, calls, or interruptions. Many of Microsoft’s pivotal innovations, including the famous 1995 “Internet Tidal Wave” memo that redirected the company’s entire strategy, emerged from these focused withdrawal periods.

A Harvard Business Review study found that executives who regularly scheduled strategic thinking time, wholly removed from operational duties, were 33% more likely to successfully guide their organizations through major transitions.

Warren Buffett demonstrates this principle similarly. His famous practice of setting aside large blocks of uninterrupted time for reading and thinking has been credited as a cornerstone of his decision-making process.

“The difference between successful and unsuccessful people,” Buffett notes, “is that successful people say no to almost everything.”

When you deliberately step away, you create space for innovative solutions to emerge. Problems that seemed insurmountable often reveal hidden paths forward when viewed from a different angle.

The most valuable leadership asset isn’t answering every question—it’s asking better ones. And those questions rarely surface when you’re drowning in details.

The remote illusion

May 18, 2025

Remote work promises freedom but demands a silent sacrifice. Home comfort creates a barrier between the messy human interactions that build real careers.

History shows us this pattern. When Bell Labs intentionally designed their facilities with long hallways in the 1940s, they weren’t being architectural snobs. They were engineering serendipity. Those hallways forced physicists to bump into chemists, creating the conversations that led to the transistor, laser, and information theory.

The same happened at Pixar. Steve Jobs deliberately placed the bathrooms in the center of their headquarters, making different departments cross paths daily. The result? A creative powerhouse that transformed animation.

Remote workers lose these collisions.

A Stanford study tracked 1,000 patent researchers when their company suddenly went remote. Their collaboration patterns changed dramatically – they communicated more with their established teammates but significantly less with others. New idea generation dropped by 25%.

Organizations lose this invisible innovation network when everyone works from separate islands.

And employees? They miss the subtle education that happens between meetings. The leadership style you absorb watching your boss handle a crisis. The negotiation tactics you witness in the conference room. The cultural shorthand that builds trust faster than any Zoom happy hour.

Yes, remote work offers geographic freedom, schedule control, and precious time back from commuting. These benefits are real and valuable. But pretending there’s no tradeoff is dangerous self-deception.

Smart organizations don’t choose all-or-nothing. They design intentional in-person moments that maximize collisions while preserving flexibility. Three days of focused solo work, two days of high-value human interaction.

This isn’t about making employees happy or unhappy. It’s about creating environments where both people and ideas thrive.

The question isn’t whether remote work is good or bad. The question is: what exactly are you optimizing for? And are you honest about what you’re giving up to get it?

Choose deliberately.

Stay close

May 18, 2025

“Hands-off leadership” sounds enlightened but often masks abandonment.

The paradox: being present isn’t micromanaging.

Your team needs your attention, not your absence. They need your questions, your curiosity, your challenge.

Real leaders don’t withdraw – they engage differently. They ask instead of tell. They explore rather than direct.

The best leaders aren’t invisible. They’re intensely present in ways that amplify, not diminish.

Let go

May 17, 2025

Leaders who micromanage strangle potential. They create dependency, not strength.

The paradox: loosening your grip creates stronger teams.

When you step back, something magical happens. People step up. They solve problems you didn’t see. They find answers you never considered.

The most powerful leadership move? Creating space for others to lead.

Your job isn’t to be the answer – it’s to cultivate people who find better ones.

Rhythm wins

May 16, 2025

Meet two CEOs.

CEO One holds quarterly planning sessions. Sets ambitious targets. Tracks KPIs. Conducts annual reviews. Revenue is growing, but profits lag.

CEO Two does all that but adds one thing: a relentless meeting rhythm. There are daily huddles, weekly alignment sessions, and monthly reviews, each with a specific purpose, a tight agenda, and clear outcomes.

One company feels busy. The other feels focused.

Your execution framework determines whether strategy becomes reality or remains a PowerPoint presentation. Execution isn’t about doing more things—it’s about doing the right things consistently.

The research is clear. Companies with structured meeting rhythms outperform those without them by 3.5x on average profit.

Execution is where most companies falter. Their increasing revenues don’t generate increasing profits. Despite capitalizing on advantages, they watch margins shrink due to poor execution.

The Rockefeller Habits checklist emphasizes three disciplines:

Setting clear priorities (fewer, better)
Gathering meaningful data (leading indicators, not just results)
Establishing compelling meeting rhythms (daily, weekly, monthly, quarterly)

These aren’t just good ideas. They’re the difference between consistent growth and constant firefighting.

Consider the daily huddle – a focused 15-minute standing meeting. No discussions. Just what’s done, what’s next, and where help is needed.

When properly implemented, these huddles eliminate 80% of ad-hoc interruptions. They surface issues before they become problems. They create accountability without micromanagement.

But most leaders resist the discipline. It feels too structured. Too basic. Too… obvious.

Yet the companies scaling successfully are those with predictable rhythms. They make complex operations simple through consistent routines.

Sustainable growth doesn’t come from dramatic transformations. It comes from daily habits compounded over time.

The meeting rhythm you establish today will determine your execution excellence tomorrow.

Win the room

May 15, 2025

“What’s our strategy again?”

I asked this question to three different teams last week—three different companies, three different industries. The responses were similar: awkward silence, vague generalities, and conflicting answers.

In one manufacturing company, the VP of operations talked about operational excellence while the sales director emphasized customer relationships. The CEO mentioned innovation. Three leaders, three directions. No alignment.

Strategy is your North Star guiding your business through uncharted territories. It’s about setting a course that navigates challenges and capitalizes on opportunities.

But most companies don’t have strategies. They have wishes.

Real strategy answers three questions with brutal clarity:

Where will we play?
How will we win?
What capabilities must be in place?

When Harvard researchers studied mid-market companies, they found the most successful ones dominated a specific niche rather than competing broadly. They understood the power of saying no.

Their playbook wasn’t complicated. They identified underserved market segments. They developed solutions addressing specific pain points. They created systems that competitors couldn’t easily replicate.

The others? They chased revenue wherever they found it. They tried being all things to all customers. They confused activity with progress.

Strategy requires sacrifice. You can’t be everything to everyone.

Ask your team what you’re deliberately NOT doing. If they can’t answer immediately, you don’t have a strategy – you have a to-do list.

Your strategy should fit on one page. Everyone should know it. Anyone should be able to explain it.

Because if they can’t repeat it, they can’t execute it. And a strategy without execution is just a good intention.

The builders will own tomorrow

May 14, 2025

We’re standing on the edge of one of the most significant opportunities in history.
AI isn’t just here to make our tasks faster or our meetings smarter. It’s here to reshape how work happens entirely.

As Haresh Sippy reminds us, “Automation is cost cutting by tightening the corners and not cutting them.”
But it’s more than saving money—it’s about unlocking human potential at scale.

While many are still busy asking AI for ideas, the true leaders are moving faster. They’re building systems, automating operations, and freeing their people to focus on innovation, relationships, and impact. They understand that the real power of AI lies in robotics, automation, and frictionless execution.

Scaling up isn’t about adding more people.
It’s about designing environments where intelligent machines carry the weight, and humans do the work only humans can do.

AI is not here to replace ambition or creativity. It’s here to give them room to breathe.

The future belongs to the builders.
Those bold enough to automate the ordinary will claim the extraordinary.

The only real question is—will you lead it?

Good intention trap

May 13, 2025

Good intentions pave the road to mediocrity.

We celebrate the well-meaning leader. The one who cushions feedback, preserves feelings, and softens reality. But what happens when kindness becomes the enemy of progress?

Most struggling organizations don’t lack good intentions—they lack brutal honesty.

The executive who can’t tell her founder that the strategy isn’t working. The manager who shields underperformers from consequences. The advisor who won’t challenge a client’s flawed thinking.

This isn’t kindness. It’s cowardice wearing kindness as a disguise.

Real growth happens at the edge of discomfort. When you care enough to tell someone what they need to hear rather than what makes you both feel good in the moment.

Patrick Lencioni calls this “kind candor” – the willingness to have the uncomfortable conversation precisely because you care about someone’s success.

The most valuable people in your life aren’t those who agree with you. They’re the ones who care enough to tell you when you’re wrong.

Next time you feel yourself holding back a difficult truth, ask: “Am I being kind or just comfortable?”

The greatest gift you can give your team, clients, and yourself is the truth delivered with clarity and compassion.

This isn’t about permission to be harsh. It’s about recognizing that genuine kindness often requires courage.

See good

May 12, 2025

The principle of “catch them being good” comes from Tony DiCicco’s coaching philosophy, where he actively sought out and acknowledged positive behaviors instead of focusing solely on correcting mistakes.

Most of us have been trained to spot problems. We’re experts at finding what’s wrong, ready with a critique or correction. The management-by-exception trap is seductive—fixing things feels like progress.

But exceptional teams aren’t built on corrections. They’re built on recognition.

This approach creates a fundamental shift—from problem-solving to celebrating desired actions. By recognizing good behavior, we create positive associations that make those behaviors more likely to be repeated.

The U.S. Women’s National Soccer Team experienced this firsthand under DiCicco’s leadership. By highlighting what players did right rather than punishing mistakes, he built skill, confidence, and trust. The result? World Cup champions.

The math is simple: what gets rewarded gets repeated.

Your team already knows when they’ve messed up. They need clarity about what excellence looks like when they’re delivering it.

Try this: today, find three people doing something right. Tell them specifically what you saw and why it matters. Watch what happens tomorrow.

Excellence isn’t the absence of mistakes—it’s the presence of greatness.

Velvet strength

May 11, 2025

The unwavering presence of maternal love isn’t about gender stereotypes or outdated roles. It’s about something more fundamental—a strength that combines nurturing with resilience.

This strength appears as the midnight vigil beside a fevered child. It manifests in the sixty-second voice message that addresses exactly what you didn’t know you needed to hear. It shows up as consistency when everything else crumbles.

Studies from Harvard’s Center on the Developing Child show that this kind of responsive relationship builds architecture in children’s brains, creating foundations that last a lifetime.

“The most powerful force in the human dimension is not technology or money,” Warren Bennis once noted. “It’s the unwavering conviction and active expression of care.”

Leadership itself craves this quality. Our organizations suffer from hardness—valuing metrics over meaning, urgency over understanding, and action over reflection.

What we call “soft” might be the hardest thing to cultivate.

The paradox? This kind of nurturing requires clear rather than rigid boundaries, support that doesn’t enable, and love that has the courage to disappoint sometimes.

This isn’t exclusively about mothers, though many embody it intuitively. It’s about a particular variety of human connection we desperately need more of—in boardrooms, policy discussions, and problem-solving sessions.

The question isn’t whether we need more maternal wisdom in our approach to life’s challenges.

The question is whether we’re brave enough to value it.

Tail envy

May 10, 2025

Dogs don’t calculate their enthusiasm or ration their welcome. They don’t worry if their excitement makes them look desperate. The tail wags—full commitment, no hesitation.

Why is authentic enthusiasm so rare among us humans? We’ve learned to play it cool, measure our reactions, and guard against appearing too eager.

But what’s the cost of this restraint?

That spontaneous display of recognition costs nothing yet creates an immediate connection. The dog isn’t wondering if you’ll judge its enthusiasm or if it should wait for you to signal interest first.

We save our unfiltered joy for our closest circle, yet imagine the energy we might generate by expanding that circle. The smallest gesture—genuine eye contact, a real smile, a moment of full attention—creates ripples.

Authentic enthusiasm isn’t about performance. It’s the opposite—dropping the performance entirely.

The wagging tail reminds us: enthusiastic recognition of others isn’t weakness. It’s generosity in its purest form.

What might change if we greeted each reconnection—even after just five minutes apart—with a fraction of that unfiltered joy?

What’s the point?

May 9, 2025

The task is clear. The deadline is real. The tools are ready.

But pause. Why are you doing it?

Too often, teams march with precision toward a fog. Everyone knows what to do. A few even know how. But almost no one can say why.

Simon Sinek popularized “Start with Why” for a reason. It’s not motivational fluff—it’s operational fuel. Without clarity of purpose, momentum becomes a treadmill. Motion, but no progress.

Activity ≠ Progress
Busyness doesn’t mean effectiveness. A McKinsey study found that only 13% of employees strongly agree their leaders communicate a clear vision. That’s not a strategy problem. That’s a leadership gap.

Start with yourself
Look at your own calendar. Each meeting, each email—can you answer “Why this?” If you can’t, why expect your team to?

Clarity scales
The best leaders build alignment before action. They say: “Here’s what we’re doing. Here’s why it matters. Here’s how we’ll know it worked.”

The result? People don’t just show up. They lean in.

Purpose isn’t optional. It’s the only thing that keeps the fire lit after the buzz of launch fades.

Don’t just lead the work. Lead the why.

Why now

May 8, 2025

We’re surrounded by people who want results.

But wanting isn’t the same as achieving.

Achievement isn’t magic. It follows predictable patterns that research consistently confirms. Angela Duckworth’s work on “grit” shows that perseverance outperforms raw talent. Her studies found that high achievers aren’t necessarily the most naturally gifted – they’re the ones who keep showing up after others quit.

What separates those who achieve from those who don’t?

It’s not knowledge. Information has never been more accessible.

It’s not an opportunity. Despite inequities, paths exist for those determined to find them.

It’s about making decisions that others won’t.

Cal Newport’s deep work research reveals the uncomfortable truth: the average knowledge worker now spends less than 28% of their day on the work they were hired to do. The rest? Meetings, emails, and “shallow work” that feels productive but isn’t.

High achievers protect their time ruthlessly.

They understand what Greg McKeown calls “essentialism” – the disciplined pursuit of less but better. They say no to good opportunities so they can say yes to great ones.

Achievement is in mathematics. Hours invested intelligently compound over time.

The question isn’t whether you can achieve it; it’s whether you’re willing to make the necessary trade-offs.

Most aren’t.

They want results without the discomfort of focus, without the pain of saying no, and without the discipline of showing up when motivation fades.

Success isn’t about having what others don’t. It’s about doing what others won’t.

The formula isn’t complicated. But that doesn’t make it easy.

What will you say no to today?

Success and the finish line

May 7, 2025

We measure organizational success through metrics and KPIs, but rarely acknowledge how personal starting points shape individual perceptions of achievement.

When Alan Mulally took over as CEO of Ford in 2006, the company was losing billions. By 2009, while other automakers needed bailouts, Ford posted a $2.7 billion profit. This represented an extraordinary turnaround for Mulally and the executive team – success beyond measure. Yet for veteran engineers who remembered Ford’s dominance decades earlier, these numbers felt inadequate.

Different vantage points create other realities.

During Intel’s transformation under Andy Grove, the company shifted from memory chips to microprocessors. Some employees viewed this pivot as a brilliant success. Others, particularly those who pioneered the memory technology, saw it as abandoning their life’s work.

Your team members don’t share your perspective. The new graduate celebrates making the budget, while your hire from a high-growth competitor sees the same result as stagnation.

Success isn’t absolute. It’s relative to where each person stands.

The most effective leaders map these divergent perspectives before charting the course. They acknowledge current realities while painting a compelling shared destination.

Don’t assume everyone sees what you see. Invest time understanding each person’s vantage point before expecting them to embrace yours.

Evolutionary trade-offs

May 6, 2025

The teetotal revolution has arrived without fanfare. Gen Z leads this “sober curious” movement with 65% planning to drink less in 2025 and 41% planning to visit sober bars. Silicon Valley’s elite now signal status not with vintage wines but with vintage sobriety. As one tech founder put it, alcohol is merely a “legacy drug”—an outdated technology ripe for disruption.

But there’s an economic paradox hiding behind this virtuous veneer. Restaurants—those bastions of civilization—rely on alcohol’s hefty margins to survive. The abstainer enjoying their $5 sparkling water is being subsidized by the wine enthusiast next to them. If everyone ordered like the teetotaler, we’d have fewer places to not-drink together.

The sober curious movement continues growing steadily, with 49% of Americans planning to reduce alcohol consumption in 2025, compared to just 34% in 2023. Simultaneously, traditional religious practice declines, with 26% of Americans now identifying as religiously unaffiliated, up from 21% in 2013. The traditional anchors shift.

More troubling still is what happens when we all stay sharp-minded. Connection requires vulnerability, and alcohol has historically provided that necessary loosening of boundaries. When it’s harder to relax, partnering up becomes more difficult. The same generation shunning alcohol reports unprecedented levels of loneliness. Coincidence? Perhaps not.

As our birth rates decline and our pet spending explodes—over $53 billion on pet food and treats in 2023 alone—we’re witnessing a fundamental shift in how humans connect. Gen Z is driving a remarkable 43.5% increase in pet-owning households from 2023 to 2024, with 70% having multiple pets. We’ve traded messy human-to-human bonds for cleaner, more controllable relationships with our furry dependents. Less risk, less reward.

The most poignant trade-off may be in creativity itself. Throughout history, from ancient Greece to Victorian England, creative minds have found inspiration through moderate inebriation. Those moments when cognition loosens just enough to see unexpected connections have birthed breakthroughs across disciplines. Today’s perfectly optimized, sober minds may excel at execution but struggle with paradigm-shifting insights.

Perhaps the most profound shift isn’t what we’re embracing but what we’re replacing. Pets instead of children. Sobriety instead of spirituality. Political dogma instead of religious tradition. Perfect clarity instead of creative chaos.

This isn’t to glorify excess—moderation remains the wisest path. But perhaps we should consider what the perfectly optimized life costs us. Every cultural shift creates winners and losers, visible gains and hidden costs. The sober mind excels at PowerPoint presentations but rarely reimagines entire industries.

The pendulum always swings. Today’s norms eventually become tomorrow’s orthodoxies. And those who question them? They’ll be the new rebels, seeing through different veils.

What matters isn’t whether you drink or attend church or own pets. What matters is whether you’re conscious of why you choose what you choose—and whether you’re honest about the trade-offs.

What transformative accidents of insight are we trading away?

Culture wins

May 5, 2025

Numbers don’t lie. The strategy deck looks pristine. The mission statement is framed on the wall.

Yet the team falters.

Mark Fields, former CEO of Ford Motor Company, had one of his favorite slogans on the wall: “Culture eats strategy for breakfast.” He explained, “You can have the best plan in the world, and if the culture isn’t going to let it happen, it’s going to die on the vine.”

This isn’t just corporate gospel. It’s reality.

Culture doesn’t just eat strategy for breakfast – it devours change, agility for lunch, and innovation for dinner. The pattern repeats everywhere.

Look at any failed organization and trace the collapse back. Rarely was it the strategic plan that failed. Instead, examine the behaviors that were tolerated, the communications that never happened, and the values violated daily while everyone looked away.

When 60 former Brewdog staff members published an open letter claiming the business operated on a “culture of fear” and “toxic attitudes,” management was left reeling. The company had spent years claiming it wanted to be the best employer in the world, and former staff laughed at those claims.

Culture exists whether you build it intentionally or not.

It develops organically over time from “the cumulative traits of the people the company hires and the behaviors management tolerates.” It’s passed down through stories employees tell around the proverbial water cooler.

But don’t mistake culture for ping-pong tables and free lunches.

It’s about how your employees act in critical situations, manage pressure, respond to challenges, and treat partners, customers, and each other.

Leaders actively create that culture when they tolerate mediocrity, contempt, or dysfunction. Your silence isn’t neutral—it’s an endorsement.

Leaders who build great organizations understand this intuitively. They design culture with the same rigor they apply to strategy. They model what they expect. They make hard choices about who stays and who goes.

The best part? You can change culture. But it takes more than speeches.

It requires action, consistency, the courage to confront what doesn’t work, and, most importantly, looking in the mirror first.

Where does your organization’s culture come from? It starts with you.

Rhythm beats luck

May 4, 2025

Some call it winging it. Others say they’ll figure it out on the fly. But what happens when spontaneity meets productivity?

Playing by ear works beautifully for jazz musicians who’ve practiced scales for decades. For the rest of us trying to create value, it’s a trap.

The phrase originated with musicians who could play without sheet music. They practiced enough to improvise. We’ve twisted this into permission for professional procrastination.

Without rhythm, we drift. Without structure, we falter. The founder, hoping inspiration strikes while checking email, wastes the same hours day after day.

The most successful leaders don’t wait for perfect conditions—they create them. They build systems that make showing up inevitable rather than optional.

When we establish cadence—daily priorities, weekly check-ins, quarterly goals—magic happens in the spaces between. Not because we got lucky, but because we created the conditions for a breakthrough.

Your rhythms reveal your priorities. And your priorities determine your outcomes.

What if your schedule wasn’t something that happened to you, but something you orchestrated with intention?

The music of exceptional performance isn’t improvised—it’s rehearsed until it appears effortless.

Fresh slate

May 3, 2025

The morning arrives unaware of yesterday’s failures.

Every sunrise brings a clean canvas, unmarked by your previous brushstrokes. The beauty isn’t in erasing what came before—it’s in recognizing that today carries no obligation to follow yesterday’s pattern.

Most organizations cling to momentum. “This is how we’ve always done it” becomes both shield and prison. But what if every meeting started with “what matters now?” instead of “what did we do last time?”

The remarkable leaders pause at dawn. They see the day not as a continuation but as a creation. They understand that habits serve us only when chosen deliberately, not blindly followed.

Your team watches closely. When you treat today as predetermined by yesterday, you’re teaching limitation. When you approach it as genuinely new, you model possibility.

The difference between good and extraordinary isn’t just talent or resources. It’s the willingness to begin again, with purpose, intention, and courage to discard what no longer serves the mission.

Brand new start. Not just a phrase but a practice.

What will you choose to begin today?

Discipline is the divider

May 2, 2025

Hiring is an art, a science, and a bet. Especially when you’re scaling, every wrong hire multiplies the cost.

We probe for culture fit, technical skills, ambition. But often, we skip the most vital question: Is this person disciplined enough to deliver without hand-holding?

Jim Rohn nailed it: “Discipline is the bridge between goals and accomplishment.”

Skills get you the interview. Ambition gets you the job offer. Discipline keeps you employed—and thriving.

Most failures aren’t from a lack of smarts or alignment. They happen because someone can’t meet a deadline, can’t deliver independently, or can’t push through the mundane moments.

Three Simple Questions That Reveal Discipline

What is one thing you do every day that challenges you?
Consistency under pressure reveals character, not comfort.
Tell me about a commitment you made that you kept, even when it got hard.
Promises kept in the dark are the ones that matter.
Describe a routine or system you built to improve yourself outside of work.
Self-driven growth shows discipline without external pressure.

You don’t need a fancy psych test. You need sharp questions—and sharper ears.

Discipline isn’t flashy. It’s relentless, boring even. But it’s the difference between teams that scale and teams that stall.

No time, no transformation

May 1, 2025

Anyone can swipe a credit card. Few will sweat for it.

You thought the cost was the fee? Wrong. The price is your time, your energy, your patience when it sucks.

“Success is never owned. It is only rented—and the rent is due every day.” – Rory Vaden

Tailored coaching? Custom programs? They’re worthless without your grind.

Busy? Distracted? Overwhelmed? You’re not ready. You’re window shopping for a life you’ll never live.

Keep your money. Keep your dreams too.

Real commitment is ugly. It’s brutal. It eats your weekends and punches your excuses in the throat.

Don’t pay unless you’re ready to bleed for it.

The fire

Apr 30, 2025

We idolize the chef—visible, creative, celebrated. But as José Andrés wisely notes, “Making the fire, controlling the fire, mastering the fire, is the most important thing.”

This extends beyond kitchens into leadership and life itself. The unsexy, fundamental work creates the conditions where brilliance can emerge.

The master of the fire determines what’s possible. Everything else follows.

Ripples

Apr 29, 2025

We fixate on the splash—dramatic, instant, localized.

Then it vanishes.

But ripples persist, extending far beyond the splash point, reaching places the splash never could.

Perhaps it’s these ripples we should cultivate instead.

Lead the AI revolution

Apr 28, 2025

We’re standing on the edge of one of the most significant opportunities in history. AI isn’t just here to make our tasks a little faster or our meetings a little smarter. It is not about crafting better messaging, although it does a good job. It’s here to completely reshape how work happens.

As Haresh Sippy reminds us, “Automation is cost-cutting by tightening the corners and not cutting them.”
But it’s more than saving money—it’s about unlocking human potential at scale.

While many are still busy asking AI for ideas, the true leaders are moving faster. They’re building systems, automating operations, and freeing their people to focus on innovation, relationships, and making a positive impact. They understand that the real power of AI lies in robotics, automation, and frictionless execution.

Scaling up isn’t about adding more people. It’s about designing environments where smart machines carry the weight—and humans do the work only humans can do.

AI is not here to replace ambition or creativity. It’s here to give them room to breathe.

The future belongs to the builders. Those bold enough to automate the ordinary will claim the extraordinary. The organizations that automate today will dominate tomorrow. Start now.

The only real question is—will you lead it?

Transfer the weight

Apr 27, 2025

Delegation isn’t task distribution. It’s trust distribution.

When leaders delegate but retain the mental load — tracking progress, anticipating problems, carrying the weight of success — they aren’t freeing themselves or empowering their teams. They’re simply shifting chores while staying mentally chained.

Actual ownership occurs when responsibility and accountability are aligned. When a leader says, “I’m leaving this with you,” it signals complete trust. No reminders. No micromanaging. No fallback to the leader’s inbox when things get hard.

Ownership looks like this:

Roadblocks are handled, not handed back.
Communication flows without being dragged out.
Solutions appear before problems pile up.
Every decision feels personal, as if their name is on the door.

This mindset shift fuels real growth. It turns teams into self-propelling engines rather than groups that need constant fuel and direction. It moves leaders out of the bottleneck and into true scale.

Thomas Watson Jr., former IBM CEO, captured it well: “I never worry about action, but only about inaction.”

When responsibility transfers cleanly, companies don’t just grow — they evolve. Leaders break free from their limitations, and teams rise to meet the challenge with pride.

The work isn’t done when the task is assigned; it continues until it is completed. It’s done when the ownership is transferred.

The belonging premium

Apr 26, 2025

You got the message: “You’re in the club. Congratulations.”

The rush is immediate. A flutter in your chest. The corners of your mouth turn upward. Someone chose you.

You’re special.

Worth it.

Except for the price tag, which is steep. Strangely, that only enhances the feeling. If it’s expensive and exclusive, it must be valuable.

Social belonging represents a fundamental human need, deeply ingrained in our DNA. We’re tribal creatures who evolved to seek acceptance within groups that improve our survival odds. When we receive the acceptance signal, our brains release dopamine, the same neurotransmitter triggered by other rewards, such as food or sex.

When businesses offer exclusive experiences and opportunities, they create a sense of belonging and importance that strengthens customers’ connection to the brand, while boosting their confidence and perception of the brand as having higher value.

However, a psychological sleight-of-hand is happening. Exclusivity works by simultaneously activating two contradictory human desires: the desire to belong to something special and the desire to stand apart from the ordinary masses.

The principle of exclusivity taps into our psychological need to feel special and part of an elite group, creating a sense of mystery that makes people desire what they perceive as unattainable.

What makes this so effective is the artificial scarcity. When we’re told “not everyone gets this offer” or “membership is limited,” we don’t question whether the limitation is arbitrary or meaningful. Instead, we feel chosen.

Harvard research from BetterUp reveals the depth of this need. If workers feel like they belong, companies see substantial bottom-line benefits: better job performance, lower turnover risk, and fewer sick days.

This isn’t just about luxury goods or fancy clubs. It’s office politics, school cliques, and neighborhood associations.

Marketers understand this deep human craving for validation. Creating products that are exclusive to customers increases the longing for your product. This taps directly into the “Fear of Missing Out” principle – when something appears rare, we ascribe more value to it.

The most sophisticated exclusivity marketing doesn’t just create barriers but builds identity. Apple doesn’t just sell phones; it sells membership in a tribe of innovative thinkers. Peloton doesn’t just sell exercise equipment; it sells entrance to a community of high-achievers.

The paradox? When everyone wants in, exclusivity becomes inclusivity. The velvet rope eventually drops. The once-elite becomes ordinary.

And the cycle begins again with a new “exclusive” offer.

The question isn’t whether you’ll respond to the exclusivity lure, but whether you’ll recognize it for what it is when you do.

Win the room

Apr 25, 2025

“What’s our strategy again?”

I asked this question to three different teams last week. Three different companies. Three different industries. Similar responses: awkward silence, vague generalities, and conflicting answers.

In one manufacturing company, the VP of Operations discussed operational excellence, while the sales director emphasized customer relationships. The CEO mentioned innovation. Three leaders, three directions. No alignment.

Strategy is your North Star guiding your business through uncharted territories. It’s about setting a course that navigates challenges and capitalizes on opportunities.

However, most companies lack effective strategies. They have wishes.

Real strategy answers three questions with brutal clarity:

Where will we play?
How will we win?
What capabilities must be in place?

When Harvard researchers studied mid-market companies, they found the most successful ones dominated a specific niche rather than competing broadly. They understood the power of saying no.

The others? They chased revenue wherever they found it. They tried being all things to all customers. They confused activity with progress.

Strategy requires sacrifice. You can’t be everything to everyone.

Ask your team what you’re deliberately NOT doing. If they can’t answer immediately, you don’t have a strategy – you have a to-do list.

Your strategy should fit on one page. Everyone should know it. Anyone should be able to explain it.

Because if they can’t repeat it, they can’t execute it. And a strategy without execution is just a good intention.

Mental systems

Apr 24, 2025

We complain about lacking time, but what we really lack are effective systems.

Your morning routine—brushing teeth, getting dressed—happens without deliberation. No decision fatigue. Yet that email sitting in your inbox? You read, close, reopen, agonize, and postpone. Mental energy drains with each reconsideration.

Research from the American Psychological Association indicates that the average adult makes approximately 35,000 decisions daily. Each one depletes your mental resources. As Dr. Roy Baumeister discovered in his landmark studies on willpower, “Making decisions uses the very same willpower that you use to say no to doughnuts, drugs, or illicit sex.”

Systems eliminate decisions. They’re pre-made choices that run automatically.

Steve Jobs wore the same outfit daily. Barack Obama restricted his suit colors to blue and gray. (except once where Obama wore a tan suit and that was a headline.) Both eliminated wardrobe decisions to preserve mental capacity for meaningful work.

For recurring problems, create decision protocols. When X happens, you’ll always do Y. No deliberation required.

The paradox: constraints create freedom. Fewer choices mean more cognitive bandwidth for what truly matters.

Don’t build better to-do lists. Build better systems.

Who’s in that seat?

Apr 23, 2025

Ask a leadership team which roles they’d hesitate to refill if someone quit tomorrow—and the room often goes quiet.

Not because they don’t know. But saying it out loud means confronting a harsh truth: someone on the team isn’t essential. And that’s not just their mistake—it’s a leadership mistake.

A-players in the wrong roles do more than underperform. They slow down progress, chip away at culture, and consume time and energy that could fuel real growth.

Consider the high-performing marketing lead who lacks strategic vision. The brilliant operations manager whose attitude kills team morale. The loyal long-timer whose skills no longer align with the company’s current growth stage.

Each is occupying a seat that could be accelerating the business. Instead, they’re creating drag.

Why do they stay? Leaders fear the disruption. The gap. The temporary setback. There’s hope they’ll change, or discomfort in making a hard call.

But the actual cost is far greater: sluggish teams, missed opportunities, and a quiet erosion of excellence.

A strong hiring process focuses on more than resumes—values, fit, and potential matter more. But teams don’t just need great hiring. They need an honest evaluation.

Scaling doesn’t start with who’s missing. It begins with who’s misaligned.

Sometimes, the biggest unlock isn’t a new hire. It’s a bold decision about who sits where.

Character before competence

Apr 22, 2025

Last May, when Leeds United lost their Premier League promotion bid at Wembley Stadium, something remarkable happened. Instead of letting players disperse into their private pain, manager Daniel Farke gathered his devastated team for what was supposed to be a victory party. In that moment of collective grief, he laid the groundwork for the season ahead.

The turnaround didn’t come from acquiring star players or tactical genius. It came from a fundamental culture shift, led by captain Ethan Ampadu. In one defining moment before the new season, Ampadu chose to distribute bonuses equally among all players, from starters to substitutes. As one insider noted, “something has changed here, that’s an excellent sign.”

This principle-character before competence-applies to every organization aiming to scale. When Leeds rebuilt their squad, they prioritized players with “mettle and steel” rather than focusing solely on skill or resale value. They understood that lasting success requires people who can weather adversity together.

Your organization’s culture emerges from moments like these:

How leaders respond to failure
Whether rewards acknowledge everyone’s contribution
Which qualities matter most in hiring

Building teams that last isn’t about assembling the most talented individuals; it’s about assembling the right individuals. It’s about creating environments where character drives performance. As Ampadu demonstrated, authentic leadership involves lifting others, especially during the most challenging times.

Chasing butterflies

Apr 21, 2025

Those butterflies – they’re messengers. Not warning signals. They don’t say “run away.” They whisper, “Pay attention, this matters.”

Most people avoid this feeling. They’ve crafted a comfortable existence where butterflies rarely visit. Security feels good. Predictability feels safe.

But what if those butterflies are indicators of growth? What if they’re signaling the exact moments worth pursuing?

The founder who hesitates before the pitch… The leader contemplating a bold strategic shift… The professional stepping into a role that feels one size too large.

The butterflies arrive precisely when you’re about to cross into territory where something meaningful might happen.

We don’t grow in comfort zones. We grow at the edges where butterflies live.

Those who create extraordinary value don’t accidentally stumble into discomfort – they deliberately seek it. They recognize that fleeting stomach knot as a compass, not a warning.

The alternative? A predictable path through the mundane. No butterflies. No failures. No breakthroughs.

Next time you feel that flutter, don’t retreat. Lean in. It’s not anxiety – it’s anticipation of possibility.

The butterflies aren’t the problem. They’re the point.

Guard the gold

Apr 20, 2025

You wake up fresh. Brain clear. Possibilities abundant.

Then you check email.

By 10am, you’ve responded to seventeen messages, attended a pointless status meeting, and handled three “quick questions” that weren’t quick at all.

Congratulations. You’ve just given away your most valuable asset.

Morning energy isn’t just another resource – it’s your only non-renewable one. Once depleted, no amount of coffee can fully restore it.

Yet we squander it thoughtlessly. We surrender our peak cognitive hours to the demands of others, leaving only the dregs for work that moves us forward.

The math doesn’t work. You can’t build something meaningful with leftover attention.

“I’ll get to my important work this afternoon,” you tell yourself. The afternoon arrives, bringing mental fog and diminished willpower. Your capacity for deep thinking has evaporated. The breakthrough ideas don’t come.

The pattern continues tomorrow. And the day after.

Leaders who settle for this arrangement wonder why they’re stuck. They mistake activity for achievement, responsiveness for responsibility.

Time isn’t the issue. Energy is.

An hour of fresh morning thinking outperforms three hours of depleted afternoon effort. Five focused minutes at your peak can yield more insight than fifty scattered minutes when exhausted.

This isn’t about productivity hacks. It’s about reclaiming ownership of your day.

Block your mornings fiercely. Establish boundaries ruthlessly. Question every meeting placement critically. Defend your energy religiously.

Your calendar reveals your priorities more honestly than your words ever will. When you say yes to early meetings, you’re saying no to your most important work.

The most successful leaders don’t just manage time. They manage energy. They understand that when matters as much as what.

Stop letting others decide how you spend your best hours. Take back your mornings.

Your greatest contribution isn’t your availability. It’s the work only you can do when operating at your best.

Daily deposits

Apr 19, 2025

“How do you write every day?”

People ask this about the daily musing we’ve sent for years. The answer isn’t willpower or extraordinary discipline.

It’s small, consistent deposits.

I don’t write one email each morning. I write one or two each day, building a reserve of hundreds ready to deploy. The hard thing becomes easy through divided effort. Yet, the practice constantly forces me to be curious and observant.

Compound interest isn’t just for money. It works for everything valuable.

Great companies aren’t built through occasional heroic pushes. They grow through relentless minor improvements. Daily deposits that seem insignificant until you look back and see the mountain you’ve built.

James Clear in his book Atomic Habits states “Small habits, when repeated consistently, lead to remarkable results.” Yet leaders consistently undervalue small actions in favor of grand gestures.

The team that improves its process by 1% daily becomes unrecognizable in a year. The leader who reads twenty pages nightly transforms their thinking in months. The organization that eliminates one unnecessary meeting weekly reclaims thousands of productive hours annually.

This approach requires something increasingly rare: patience. We’ve become addicted to immediacy – overnight success, viral growth, instant results.

But sustainable greatness doesn’t work that way.

When Warren Buffett was asked about his investment strategy, he replied: “Someone’s sitting in the shade today because someone planted a tree a long time ago.”

Your leadership philosophy must embrace this truth: the daily deposit matters more than the occasional windfall. The regular practice outperforms the sporadic sprint.

Ask your team: What small contribution can you make every day? What tiny improvement can become our standard? What minimal viable action repeated would transform everything?

Excellence isn’t mysterious. It’s methodical. The remarkable results everyone sees come from unremarkable consistency nobody notices.

What daily deposit are you making today?

Being the adult

Apr 18, 2025

When do the adults need to show up?

While we cannot force others to change until they are ready (see the blog, “When Change Happens”), and we must accept that reality, there are situations where, as an adult, you are responsible for making changes to protect and enable others to thrive.

As parents, we guide our children between right and wrong. When they stray into territory they shouldn’t, it’s our responsibility as adults to do what’s necessary and steer them away from harm they might inflict on themselves or others.

The same principle applies at work. As a leader, you are the adult in the room. Where change is necessary, you need to make the decisions that create that change. You can inspire, guide, and support those who work with you, but they likely won’t change unless they genuinely want to. If they resist change that you know is essential for the sustainability and stability of your team or organization, you must make the change, which may sometimes mean changing the person.

Be the adult, especially when it feels hard.

When change happens

Apr 17, 2025

The interesting thing about change is that we are often aware of the changes others need to make, but rarely do we recognize the changes we need to make ourselves.

Even when we are informed or see the change we should make, so often we don’t. Yet, we expect others to make the changes that we point out to them.

People change when they want to change.

You can inspire, but unless someone recognizes and accepts the need to change, they will not change; do not expect change. Think of any relationship you have had, you as a child when an adult wanted you to change, or possibly your children. And these are people connected with you. Why do we expect that those who work with you will change based on your wishes?

Yet there is change we can affect and control. Change yourself first. Probably what we need to do is change the way we look at others, and in turn, the frustration you feel may dissipate.

Crazy times

Apr 16, 2025

What’s normal anyway? COVID wasn’t normal. Neither was the 2008 financial crash. Or 9/11. Or the dot-com bubble. Or the Cold War.

Normal is just the story we tell ourselves about the time between disruptions.

We’re always living through something. And how we respond matters more than what we’re responding to.

Crazy times don’t demand crazy reactions. They ask for intentional ones.

Nature walks reset your nervous system. Fiction builds empathy. Sport creates community. Puppies remind us of joy.

The real danger isn’t the chaos around us. It’s the numbness that comes from simply absorbing it all without action.

The next disruption is coming. Meanwhile, today is here.

What will you do with it?

Precision targets

Apr 15, 2025

Most people choose the wrong targets. Your carefully crafted goals either propel you forward or anchor you in place.

The difference? Precision.

Vague goals create vague results. Precise goals create focused action.

What happens when you invest 10 minutes refining each goal? You eliminate 10 hours, days, weeks, or months of misdirected effort.

Your target determines your trajectory. What goal are you aiming at today?

Mirror test

Apr 14, 2025

We can blame external forces when they blindside us. That’s life.

But what about when we clearly see what needs attention and still avoid it? When we have the roadmap but refuse to follow it?

There’s no consolation prize for this kind of failure. Only a moment of truth in the mirror of our practices.

The question isn’t whether you know what to do. It’s whether you’re doing what you know.

Embrace hard

Apr 13, 2025

Why fight what makes your role essential?

The challenge you’re facing is precisely why you’re there. You stepped up because it’s hard. If it were easy, anyone could do it.

Accept the difficulty. It’s not just part of the job—it’s the point.

Light in dark

Apr 12, 2025

When rain falls, we forget the sun exists. When the sun shines, we can’t imagine storms.

Success blinds us to future struggles. Crisis makes prosperity feel impossible.

“When you’re in one, imagining the other is hard.”

This oscillation isn’t just normal—it’s inevitable. Markets shift, teams change, and strategies that worked yesterday will falter tomorrow.

The wisdom lies in remembering both states simultaneously. In sunshine, prepare for rain. In darkness, know light will return.

Smart leaders set boundaries around optimism. “If this doesn’t improve in two months, I’m moving on.” They maintain a clear vision while circumstances blur.

The hardest conversations happen when we challenge our assumptions during good times, and the most valuable decisions come when we maintain hope during bad times.

Don’t wait for the crisis to build resilience. Don’t wait for success to dream again.

Your best protection against both overconfidence and despair? Remembering that neither state is permanent.

The leader who acknowledges darkness in light and light in darkness navigates both with steadiness that others mistake for luck.

What time limit have you set on your current path?

Goals with teeth

Apr 11, 2025

Clear direction beats wishful thinking.

When goals lack teeth, teams drift. John Doerr knew this when he introduced OKRs at Google, saying “Ideas are easy. Execution is everything.”

Goals without precision become pleasant suggestions—easily ignored when pressure mounts. The difference between breakthrough performance and mediocrity isn’t effort but clarity.

What happens when goals remain fuzzy? Teams interpret them differently. Resources scatter. Progress stalls while everyone believes they’re on track.

The best leaders don’t just set targets—they architect outcomes. Their goals contain the DNA of success: measurability, time constraints, and clear ownership. They build in feedback mechanisms that signal when course correction is needed.

Your team’s potential energy converts to kinetic only when channeled properly. A well-structured goal creates this channel, focusing collective intelligence toward a specific point.

The alternative? Energy dissipates across too many priorities—accountability blurs. Excellence becomes optional.

The courage to set fewer, more precise goals often separates extraordinary leaders from merely competent ones.

And when goals stretch beyond comfort? That’s when teams discover capabilities they didn’t know they possessed.

What truly matters isn’t how ambitious your goals sound, but how thoughtfully they’ve been designed.

Market domination

Apr 10, 2025

The data is clear: businesses with higher market share consistently outperform their smaller competitors on profitability. This isn’t just correlation—it’s causal.

When your business claims a larger piece of the market, three powerful dynamics kick in:

Scale advantages materialize. Your purchasing power increases, driving down your cost of goods. Marketing costs spread across a more extensive revenue base. The math works in your favor.

But the real power lies deeper. Market leaders can command premium prices for premium products. They aren’t stuck competing solely on price—they compete on value and quality. The numbers don’t lie: businesses with 40 %+ market share maintain higher-quality products and charge more for them.

The most dramatic profit impact shows up in two specific scenarios:

First, when your product is purchased infrequently. Here, customers face a higher risk in their decision. They’ll pay more for the safety of choosing the market leader.

Second, when your customer base is fragmented, without consolidated buyer power pushing back, your scale advantages translate directly to profit.

The strategic question becomes: what’s your market share play?

Building a share demands short-term sacrifice. Only 20% of businesses successfully grow share by more than 2 points over a two-year period, so the investment is substantial.

Holding market share works when your position is established. Large businesses thrive with premium pricing and aggressive marketing, while smaller players do better with slightly lower prices and conservative spending.

Harvesting share—deliberately allowing it to decline—makes sense only for market leaders needing to maximize short-term cash flow.

Each business faces unique conditions, but understanding the power of market share should influence your decisions on vertical integration, product development, and customer targeting.

The market rewards leaders disproportionately. Position accordingly.

Chaos tax

Apr 9, 2025

We crave order but create chaos. Then wonder why our days feel scattered.

Chaos isn’t free. It compounds with interest, demanding payment in lost focus, missed opportunities, and depleted energy.

The solution isn’t external. It starts with honest self-assessment. Each email you send creates work somewhere, and each meeting scheduled consumes collective time.

Before blaming systems or others, examine what you put into the world.

The chaos you tolerate becomes your baseline. The noise you generate becomes your soundtrack.

What would change if you measured your impact by the calm you create rather than the storms you weather?

Messy humans

Apr 8, 2025

We forgive ourselves instantly. Others? Not so much.

It’s a minor blip when we stumble – “I was tired” or “It was just a bad day.” When others fail, we’re quick to assign character flaws – they’re incompetent, unreliable, or worse.

This fundamental attribution error shapes our interactions more than we admit. We see our mistakes in context while labeling others by their worst moments.

History repeats this pattern. Abraham Lincoln faced crushing criticism for his failures before becoming revered as a visionary. Edison’s thousands of failed attempts were his “finding ways that didn’t work.”

What if we extended this grace outward?

What if we recognized that the person who disappointed you is navigating their complex inner landscape – just as you are?

This isn’t about lowering standards. It’s about understanding that messy humanity is universal, not selective. The leader who grasps this builds stronger connections and unlocks potential others miss.

Next time someone falls short, pause before attaching permanent labels. Their story, like yours, is still being written.

Mind over mayhem

Apr 7, 2025

In times of market turmoil, clarity becomes your most valuable asset.

The swirling chaos doesn’t discriminate by industry or size. Facts are scarce, answers scarcer.

Panic feels natural but solves nothing.

This is when pen meets paper. What’s truly changing? Where might impact occur? What mitigating actions make sense?

Three questions worth answering now:

What customer needs will persist regardless of market conditions?
Which parts of your operation can be simplified or streamlined during uncertainty?
Where might this disruption create unexpected opportunities that others miss?

Doing nothing might feel safe—it’s not a strategy.

No one holds your specific answers. They remain undiscovered until you create space to think deliberately.

The antidote to market mayhem isn’t more information—it’s better questions and the courage to answer them honestly.

Speculation

Apr 6, 2025

The forecast shows thunderstorms. Why are you debating whether to bring a jacket?

Speculation steals our credibility. We guess at weather, markets, and outcomes based on feelings rather than evidence.

When we share these hunches as insights, we create false expectations.

Facts demand courage – they strip away comfortable maybes and force decisions. They’re harder to face but infinitely more valuable.

Next time you catch yourself saying “I think,” ask: “What do I know?”

First, the most important thing

Apr 5, 2025

The fear of commitment paralyzes us. We keep options open, just in case. FOMO rules our days.

Yet when we decide what’s most important and prioritize it above all else, we win the game before it starts.

It’s usually the task we avoid—the one we procrastinate on until the last possible moment. Then we rush, perform poorly, and feel that familiar sting of disappointment.

Try this: identify one crucial thing each day. Do it first. Complete it. Move on.

This simple shift transforms productivity, unleashes creativity, and delivers results.

“The main thing is to keep the main thing the main thing.” – Stephen Covey

But simple isn’t easy. Those who master this discipline are the ones we consistently admire.

Change or die

Apr 4, 2025

Change is inevitable. Yet we eagerly point out what others should change while clinging to our own comfortable patterns.

We see clearly the flaws in others’ approaches. Their inefficiencies. Their outdated thinking. But turn that mirror inward? Suddenly we’re masters of justification.

Change is hard. Growth is hard. Stagnation is hard too.

The difference? One hard leads somewhere worth going.

Leaders face this choice daily. The familiar path feels safe but leads nowhere new. The growth path feels uncomfortable but creates possibility.

“The greatest danger in times of turbulence is not the turbulence itself, but to act with yesterday’s logic.” —Peter Drucker

Choose your hard.

Puppy love

Apr 3, 2025

Puppies don’t analyze or judge. They don’t calculate ROI before showing enthusiasm. They engage fully, completely present.

Your team craves that exact authenticity.

Leaders chase sophisticated engagement strategies while missing this fundamental truth: humans respond to genuine connection. The metrics-driven approach to culture often overlooks what matters most – permission to bring unfiltered joy to work.

What if tomorrow you approached your team with a puppy-like presence? There would be no agenda beyond genuine interest, no strategic positioning, just curiosity, attention, and delight in their existence.

The best leaders understand this isn’t frivolous – it’s foundational. When people feel genuinely seen, they give more than their compliance; they give their creativity and commitment.

Try it. Five minutes of undiluted attention might deliver more value than your last strategic initiative.

Every day is a reset

Apr 2, 2025

Yesterday’s success expires at midnight. Top performers rebuild momentum daily.

Your scoreboard always starts at zero. The success from yesterday deleted. The failure forgotten.

Each sunrise offers a fresh chance.

Fools rush in

Apr 1, 2025

We’re not just fooled on April 1st. We’re fooled by the partnership that looked solid until money changed hands. By the leader whose promises evaporated after election day. By the organization selling us solutions to problems we don’t have.

The antidote isn’t cynicism—it’s awareness.

Awareness means asking uncomfortable questions. It means listening not just to what’s said but also to what’s left unsaid. It means noticing when someone dodges the specifics or deflects with charm.

Curiosity is your weapon. “What evidence supports this?” “Who benefits if I believe this?” “What happens if this fails?”

Most deceptions don’t require elaborate schemes. They simply require our willingness to believe what we want to hear.

The successful aren’t necessarily smarter—they’re simply better at questioning assumptions others accept. They don’t take data at face value, verify sources, and look for conflicts of interest.

The most dangerous phrase in business isn’t “I made a mistake”—it’s “I assumed.”

Validate the fundamentals. When something sounds too good to be true, it probably is. When something aligns perfectly with your beliefs, scrutinize it harder.

Trust—but verify. Then verify again.

Ultimately, we can only be fooled if we allow ourselves to be.

Daily walks

Mar 31, 2025

The CEO knew better.

During our two-day strategy session at a remote hillside retreat, deep in planning and decision-making, he insisted on something seemingly simple: walks.

Before dawn’s first light, during breaks, and as evening shadows stretched across the property, he’d invite the team outside. “Join me,” he’d say, gesturing toward the trail where winter’s final frost still battled spring’s inevitable arrival.

These weren’t just walks. They transformed conversations. Two executives who had disagreed sharply in the boardroom found common ground discussing their children’s sports while navigating a woodland path. The Head of Operations rarely spoke during formal sessions and shared breakthrough insights while climbing a small hill.

I noticed the patterns. Walking together eliminated hierarchies. Without conference tables and assigned seats, people spoke differently, and ideas flowed more naturally.

After returning home, I recommitted to my walking ritual – morning rounds with the dogs, midday sunshine breaks, evening strolls after dinner. The discipline matters as much as the activity.

Scientists tell us walking improves cardiovascular health, regulates blood sugar, and boosts creativity. But I’ve found something more valuable: clarity.

When stuck on a problem, I’ve learned not to force it. I walk. The solution often appears halfway through the second mile.

The Japanese practice shinrin-yoku (forest bathing). Ancient philosophers taught while walking. Our bodies were designed for movement.

In our hyper-connected world, where everyone claims urgent priority, walking creates sacred space for thought.

Your company culture reveals itself in rituals, especially the unscheduled ones. What happens during lunch breaks? How do people move through their days?

The most effective leaders understand this truth: sometimes the most productive thing we can do is step outside.

Season’s edge

Mar 30, 2025

Every quarter marks a boundary, not just a date.

Would you plant seeds in winter? Chop wood mid-summer? Of course not.

Yet in business, we treat January like October and April like January—days blur together without acknowledging nature’s rhythm.

The quarter isn’t arbitrary. It’s a checkpoint for intention.

Teams and organizations that acknowledge these transitions gain perspective—those who don’t simply drift through seasons unprepared.

The calendar changes whether you notice or not. Will you use these natural breaks to realign, or continue marching forward without looking up?

Change isn’t coming. It’s already here.

Anchored

Mar 29, 2025

The market shifts, a key employee quits, your biggest client walks away – these aren’t storms you invited. Yet here you are, in the churning center.

The Stoics understood this distinction perfectly. Epictetus reminded us that while we cannot control external events, we maintain absolute authority over our response.

Marcus Aurelius practiced this daily, writing: “You have power over your mind, not outside events. Realize this, and you will find strength.”

When leadership feels like standing on a listing ship, remember that your team watches how you maintain balance. Your steadiness becomes their stability.

The calm leader doesn’t deny the storm’s existence but refuses to match its chaos with internal turmoil. They acknowledge reality while creating a pocket of clarity where decisions can breathe.

This isn’t about weathering the storm. It’s about becoming the anchor others rely on when everything else shifts.

Energy choice

Mar 28, 2025

We all interact with others daily. Every encounter presents a choice: regenerate positive energy through kindness or deplete yourself through negativity.

History repeats this pattern. When Mother Teresa served Calcutta’s poorest, her energy expanded. When Viktor Frankl found meaning in concentration camps, he discovered an inner power source.

The Harvard Grant Study confirms it—those who choose connection over conflict live longer, happier lives.

Your decision matters. Scientists measure that negative interactions require 5-7 positive ones to counterbalance.

The math is simple.

Where will you invest today?

Be kind always, especially when it is hard.

Necessary friction

Mar 27, 2025

In a world where comfort rules, teams falter.

The Lincoln cabinet, notoriously filled with rivals, produced America’s most consequential presidency. Lincoln deliberately assembled strong-minded individuals with conflicting views—what historian Doris Kearns Goodwin called a “team of rivals.” He understood that healthy conflict forges stronger decisions.

Most teams avoid tension. We nod agreeably while disagreeing internally. We value harmony over outcomes.

But what if conflict isn’t the problem?

Patrick Lencioni’s research shows that top-performing teams engage in passionate, unfiltered debate around ideas. They master “productive disagreement” without making it personal.

The real question isn’t whether your team has conflict—it’s whether you’re brave enough to bring it to the surface.

Start small. Create safe spaces for dissent. Ask “What are we missing?” instead of “Does everyone agree?” Make disagreement normal, expected, and valuable.

The best ideas emerge from friction, not comfort. Your team’s greatest potential lies in the conversations no one wants to have.

But only if you’re willing to have them.

The earned edge

Mar 26, 2025

The unseen territory

“Good judgment comes from experience, and experience comes from bad judgment.” – Walter Wriston

Most failures aren’t from what we see coming. They’re from what we don’t see at all.

When you’ve traveled the road before, you recognize the unmarked curves. The ditch that isn’t visible until you’re sliding into it. The bridge that’s out is around the next bend.

Costly lessons

“In my experience, each failure contains the seeds of your next success—if you are willing to learn from it.” – Jim Collins

Experience isn’t just about avoiding past mistakes. It’s about pattern recognition at a subconscious level.

The expert founder doesn’t just know which levers to pull—they sense which ones not to touch. They feel the timing without checking the clock. They hear the warning in the silence when everyone else hears nothing.

The invisible advantage

“Experience is the name everyone gives to their mistakes.” – Oscar Wilde

The real power of experience isn’t what it teaches you to do—it’s what it teaches you to notice.

The novice sees the presentation. The experienced eye sees the reactions in the room. The beginner reads the contract. The veteran spots the clause that isn’t there. The new entrepreneur chases every opportunity. The seasoned one feels which doors to walk past without opening.

We pay for this wisdom in time, failure, and occasionally, humiliation. But once earned, it becomes an unfair advantage that can’t be stolen, copied or purchased.

Experience doesn’t just solve known problems faster—it prevents unknown problems from ever materializing.

And that might be its greatest value of all.

‘A-Players’ myth

Mar 25, 2025

A-player mythology pervades leadership circles. These mythical beasts deliver 3-5x standard output while attracting more unicorns to your stable. The promise is seductive: fill your ranks with these superstars and watch your company soar.

You want them. You need them. You don’t have enough.

Why? Because true A-players are vanishingly rare. And the real problem isn’t finding them—it’s seeing your actual team.

The uncomfortable truth

Your organization is built on B-players who occasionally perform at A-level in the right conditions. This isn’t failure; it’s reality.

Look closely at your team distribution and you’ll likely see what research confirms: 10-15% consistent A-performers, 70-80% solid B-players who fluctuate between A and C performance depending on circumstances, and 5-10% genuine C-players struggling to meet baseline expectations.

Even your stars have C-moments. That brilliant engineer hits creative blocks. Your sales wizard goes through slumps. Your operations genius occasionally misses details.

“The people who are crazy enough to think they can change the world are the ones who do.” – Steve Jobs

Jobs understood something crucial: greatness isn’t a permanent state. It emerges when potential meets opportunity.

Building brilliance

The hallmark of exceptional leaders isn’t hunting unicorns but cultivating growth conditions:

Clear expectations

Set unambiguous standards. Most underperformance stems from unclear targets. When people know exactly what success looks like, mediocre performers often surprise you. Clarity creates capability.

Deliberate development

Invest in skills that matter. Through focused improvement, B-players become A-performers. Identify the few critical abilities that elevate performance in each role, and then build systematic development around them.

Match strengths to challenges

People shine when their unique abilities align with meaningful problems. The gap between a B and an A often isn’t ability—it’s alignment. Reorganize responsibilities to maximize strengths rather than minimize weaknesses.

Handle genuine C-players

Some consistently underperform despite support. Make tough decisions quickly. A single persistent C-player damages team standards more than losing them hurts productivity. Compassionate exits protect both culture and individuals.

The honest path forward requires abandoning the fantasy of assembling a complete A-team and creating environments where people can consistently have A-player moments.

Leadership isn’t collecting superheroes. It’s creating spaces where ordinary people accomplish extraordinary things.

Your job isn’t finding perfect people. It’s helping imperfect people find their greatness.

Turn the page

Mar 24, 2025

The viewer fixates on a typo. You’re stuck on slide one.

Their concern, valid or not, is now a roadblock. Navigate it or lose them forever.

Plan your route, but pack a GPS for detours. The journey forward sometimes begins with a step sideways.

Puppet strings

Mar 23, 2025

Who decides your boundaries? Your “freedom” exists in a carefully constructed box between organizations, communities, government regulations, and social expectations.

Corporate ladders, algorithmic feeds, legal frameworks – these invisible puppeteers pull strings we pretend don’t exist.

True freedom requires awareness. Recognizing these forces doesn’t make them disappear, but it gives you choice. Map the boundaries. Question default paths. Find the gaps in the system where authentic decisions live.

Leaders who understand constraints can navigate them strategically. The most innovative solutions emerge not from ignoring limitations but from seeing them clearly and working within – or sometimes around – their edges.

Your freedom exists in the space between knowing the rules and deciding which ones truly matter.

Words vs works

Mar 22, 2025

Steve Jobs and Elizabeth Holmes paint a stark picture of authenticity versus artifice. Jobs, often harsh and direct, delivered groundbreaking products that changed computing. His 1997 “Think Different” campaign came after having revolutionized personal computing with Apple II. Holmes borrowed his black turtleneck style and bold promises, but Theranos never produced a working blood testing device despite raising $945 million.

Sam Bankman-Fried built an image of the ethical billionaire, pledging his fortune to effective altruism. Meanwhile, FTX was hemorrhaging customer funds. In contrast, Vanguard’s Jack Bogle spent decades championing low-cost index funds, saving investors an estimated $1 trillion through reduced fees.

Some cast shadows. Others cast light.

Leadership isn’t about mastering the narrative. It’s about mastering the work. Daily actions reveal the truth, while carefully crafted words often conceal it.

Actual influence compounds silently through consistent delivery, not through viral LinkedIn posts.

Come prepared

Mar 21, 2025

Leaders who know their challenges get better answers.

The most valuable coaching conversations begin before we meet. Every time I sit down with a leader, I can predict who’ll benefit most – those who’ve shared their agenda ahead of time.

Some leaders arrive with clarity. They’ve identified their obstacles, acknowledged where they’re stuck, and pinpointed where guidance might help. Our conversation becomes targeted, efficient, and productive.

Others discover their real challenges during our talk. The lightbulb moment might come forty minutes in – too late for deep work. And some leave still searching.

This pattern extends beyond coaching. Think about your last few critical meetings. Breakthrough conversations almost certainly involve preparation – knowing your question before seeking the answer.

Solutions emerge faster when you’ve done the prep work to identify your real challenges. You’re not wandering; you’re investigating specific terrain.

The busiest, most successful leaders I work with don’t use preparation as an optional luxury. They treat it as the foundation that makes every interaction count.

What if you approached tomorrow’s meaningful conversation knowing exactly what you need?

When darkness lingers, so does doubt

Mar 20, 2025

Sunshine isn’t just weather—it’s medicine. Those who’ve migrated from sun-drenched regions to winter-gray skies know the transformation isn’t merely external.

Science confirms what our bodies already know. A Northwestern University study found that light exposure directly influences serotonin levels, with participants showing 30% greater mood regulation during bright days versus dim ones.

We’re designed to follow the sun. When it disappears, so does something essential within us.

Your energy contracts. Your ambition dims. Tasks that once sparked creativity become obligations to endure. The difference isn’t imaginary—it’s biochemical.

The Finnish, who endure months of darkness, have a word: “sisu”—inner determination that powers through regardless of conditions. They don’t deny the darkness; they develop muscles to function within it.

What works for those deprived of natural light? Deliberate exposure during precious daylight hours. Light therapy lamps. Vitamin D supplements. Movement rituals that don’t depend on weather.

The most successful leaders in northern climates don’t ignore their body’s responses—they anticipate and plan for them.

The sunshine deficit forces a question: What other essential inputs are you missing?

Your team, your creativity, your decision-making—all require proper conditions to thrive.

Sometimes the most strategic move isn’t pushing harder but repositioning yourself where the light can reach you.

Hate means truth

Mar 19, 2025

Nobody hated your work today. Again.

Comfortable mediocrity feels safe. When everyone likes what you do, you’re invisible. The middle of the bell curve is crowded real estate.

Authentic innovation lives at the edges. It provokes. It challenges. It makes some people uncomfortable enough to speak up.

Polarization isn’t failure—it’s feedback that you’ve struck a nerve.

The most valuable brands, leaders, and ideas don’t aim for universal appeal. They create gravity that pulls some people closer while pushing others away.

Your authenticity has edges. Sharp ones.

Next time you present work and receive unanimous lukewarm approval, ask yourself: Did I hold back? Did I sand down the rough parts that make this genuinely mine?

When someone genuinely dislikes your work, congratulate yourself. You’ve found your voice.

The marketplace rewards the remarkable, not the acceptable.

Being hated by some means being loved by others.

No rejection means no conviction.

Why bother

Mar 18, 2025

We drift through days, reacting to notifications and urgent but unimportant demands. The schedule fills itself. The to-do list grows. We diligently execute plans we never consciously chose.

Intentionality is the antidote to drift. It’s deciding where your attention goes before someone else claims it.

What happens when you deliberately choose? When you allocate your most precious resource—focused attention—with the same care you’d use to invest a million dollars?

The calendar reflects your real priorities, not your imagined ones.

Living intentionally doesn’t mean controlling every minute. It means ensuring your minutes align with what matters.

Try this: For one day, question every commitment. Does this move you toward your vision? Does it energize you? Does it create value?

Then expand to a week—a month.

The barrier isn’t knowledge. It’s implementation.

Your life becomes remarkable when you stop borrowing other people’s defaults.

Hidden allies

Mar 17, 2025

The company was struggling when Howard Schultz returned to Starbucks as CEO in 2008 after an eight-year hiatus. Sales were down, the stock had plummeted 40%, and the brand lost its soul. What saved Starbucks wasn’t just Schultz’s vision—it was a board that challenged him, supported him, and kept him accountable.

Boards aren’t bureaucratic overhead. They’re hidden allies in your quest for greatness.

Most founders resist external oversight. They see boards as interference rather than insurance. But consider the alternative: echo chambers, blind spots, and the lonely burden of every decision.

The Kauffman Foundation found that startups with active boards were 30% more likely to survive past five years—not just survive—thrive.

Sharp Questions

“The job of the board is to ask questions that make you think, not to have all the answers.” – Ram Charan.

Effective boards ask uncomfortable questions you’ve been avoiding. They spot patterns you’re too close to see. They challenge your sacred cows because they’re invested in outcomes, not your ego.

The company was hemorrhaging money when Alan Mulally took over Ford in 2006. His board pushed him to make painful decisions that saved the automaker from bankruptcy while GM and Chrysler faltered.

Beyond Compliance

Strong boards transcend mere compliance.

They become talent magnets, bringing expertise you can’t afford full-time. They open doors to networks you don’t yet have. They provide the stability investors crave.

But this only happens when you view them as partners, not obstacles.

The Board You Create

The quality of your board reflects your maturity as a leader.

Define clear roles. Create explicit expectations. Give them real problems, not performative presentations. Feed them honest data, not sanitized summaries.

In return, they’ll give you something precious: perspective without politics.

The strongest organizations pair decisive leadership with thoughtful governance. One without the other creates either tyranny or paralysis.

Your board can be your greatest ally or your biggest headache. The difference isn’t in who sits around the table—it’s in how you engage them.

Great leaders don’t fear oversight. They harness it.

Sweet tension

Mar 16, 2025

Watching Lewis Hamilton’s Ferrari journey unfold carries special resonance for a scaling coach who values leadership principles. The anticipation builds each day, knowing soon the seven-time champion who shattered Formula 1’s color barriers will don that iconic red.

This isn’t just excitement about racing. It’s witnessing leadership transformation in real time. Hamilton elevated F1 beyond sport—his style, activism, and excellence creating a blueprint for authentic leadership that resonates with what you teach clients daily.

Cornell researchers discovered anticipation triggers stronger dopamine responses than the event itself. Your excitement mirrors this—savoring the moment before Hamilton’s Ferrari debut like Japanese chefs value the pause before presentation.

For someone who helps founders optimize value, Hamilton’s move symbolizes the strategic pivots you guide clients through. His bold reinvention at career height embodies the kind of courageous leadership decisions that create extraordinary value.

The waiting, with all its tension, might be the sweetest part.

I have no idea what the result is for the first race, which will be completed by the time you read this; however, life is good.

Personal brand blindspots

Mar 15, 2025

Your personal brand isn’t manufactured—it’s discovered. It’s already there, hidden in plain sight.

When colleagues describe you after leaving the room, they reveal your brand. Not the one you wish you had. Not the one on your LinkedIn profile. The real one.

This gap—between how we see ourselves and how others experience us—creates blind spots—dangerous ones.

Some leaders build brands around technical brilliance while ignoring their team-crushing communication style. Others cultivate warmth but miss how their conflict avoidance erodes trust. The friendly executive doesn’t realize her reputation for missing deadlines overshadows her creativity.

The paradox: your most significant strength often houses your biggest blind spot. The very thing that got you here might prevent you from getting there.

Personal brands work best when authentic. Trying to be someone you’re not creates cognitive dissonance that others detect instantly. The market has a remarkable radar for inconsistency.

But authenticity without awareness is just unconscious behavior on display.

Find three people who will tell you the truth. Not what you want to hear, but what you need to hear. Ask them to describe your impact, not your intentions.

Then lean in. The discomfort you feel is your growth edge.

Your personal brand isn’t something you create. It’s something you uncover, refine, and live into.

The leaders who make lasting impact aren’t just aware of their brand—they’re aware of their blind spots.

Unmined gold

Mar 13, 2025

Surveys go out. Feedback forms fill inboxes. Customer insights pile up in dashboards, and nobody checks.

We’ve become exceptional collectors but terrible miners.

Companies invest thousands in sophisticated data systems while ignoring the nuggets in their repositories. The insight that could transform your business isn’t hiding in the following survey—it’s buried in the last one you never thoroughly analyzed.

McKinsey research found that companies utilizing customer behavioral insights outperform peers by 85% in sales growth and 25% in gross margin.

“The goal is to turn data into information, and information into insight,” said Carly Fiorina, former HP CEO.

Yet most organizations extract less than 12% of actionable intelligence from collected data according to Forrester.

Why this disconnect? Because collection feels like progress. Checking boxes satisfies our need for completion. The hard work happens in the analysis, the conversations, and the courage to implement changes based on our learning.

Next time before launching another survey, ask: “What did we do with the last round of feedback?” If the answer is “not much,” you don’t need more data. You need more courage to act on what you already know.

Data without action isn’t intelligence—it’s just expensive storage.

Identity crisis

Mar 12, 2025

The pendulum swings again. DEI initiatives face intense scrutiny while organizations navigate treacherous waters between social pressures, legal challenges, and business priorities.

The Known Territory

We know diversity initiatives started with good intentions. Research from McKinsey repeatedly shows diverse companies outperform industry norms by 35%. Boston Consulting Group found diverse management teams produce 19% higher innovation revenue.

“Diversity isn’t about making everyone feel good; it’s about making better decisions.” – Scott Page

We know homogeneous teams miss blind spots. Echo chambers rarely produce breakthrough thinking.

The Uncertainty Zone

What we don’t know is far greater. Does forced diversity create authentic inclusion? Can quotas build genuine belonging? Do mandatory trainings reduce or reinforce bias?

“The road to hell is paved with good intentions and bad metrics.” – Freada Kapor Klein

We haven’t figured out how to distinguish what matters from what’s measurable. Counting demographics is easy, but measuring psychological safety and belonging isn’t.

The Response Challenge

Smart organizations are shifting from compliance-driven DEI to performance-driven inclusion. They ask: “What environment allows all talent to contribute maximally?”

This means moving beyond demographic targets to focus on:

Merit and contribution above all else
Creating environments where different perspectives enhance decision-making
Recognizing that innovation requires cognitive diversity, not just demographic diversity
Evaluating outcomes, not just representation

Your Identity Priorities

Your organization doesn’t need to solve society’s problems. It needs to solve your customers’ needs exceptionally well. This requires leveraging every ounce of talent, perspective and capability you can access.

The pendulum will eventually find equilibrium between extremes. Your job isn’t predicting where it will land but building systems that attract, develop, and retain the best contributors regardless of background.

The best organizations focus less on what people are and more on what they bring. They care less about checking boxes and more about challenging assumptions.

When talent thrives, organizations thrive. Everything else is just noise.

Think twice

Mar 11, 2025

Leaders who pull levers without seeing connections create unintended consequences far beyond their vision.

The Ripple Effect

“Every decision you make sends ripples into the future that you cannot possibly see.” —Ray Dalio

Short-term decisions create long chains of consequences. What seems efficient today might become tomorrow’s crisis.

The collapse of Enron wasn’t sudden. It began with small accounting “innovations” that snowballed until the entire company imploded, destroying thousands of jobs and billions in retirement savings.

Similarly, BP’s Deepwater Horizon disaster resulted from cost-cutting decisions prioritizing short-term profits over safety protocols. These choices culminated in 11 deaths and the largest marine oil spill in history.

Blindspots By Design

“The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.” —Peter Drucker

We construct elegant decision frameworks that often reinforce our existing views.

NASA’s Challenger disaster exemplifies this pattern. Engineers warned about O-ring failures in cold temperatures, but management, pressured by scheduling concerns, overruled safety objections. The result: seven astronauts lost, a national tragedy, and a program setback that lasted years.

Kodak, despite inventing the digital camera, refused to pivot from its profitable film business. Their blindspot wasn’t technological but psychological—an inability to cannibalize their core business led to their eventual bankruptcy.

Decisive Yet Reflective

Indecision isn’t thoughtfulness—it’s abdication. The best leaders balance reflection with action. They gather diverse perspective, consider second-order effects, and then move with conviction.

Winston Churchill’s wartime leadership demonstrated this balance: thoughtful strategy combined with decisive execution. In contrast, Napoleon’s Russian campaign showed how even brilliant leaders fail when they dismiss contrary evidence and feedback.

Your stakeholders don’t want perfect decisions. They want a leader who makes clear choices with eyes wide open to consequences.

The mark of leadership maturity isn’t how quickly you decide, but how thoroughly you understand what you’re deciding about.

Make the call. But first, think twice.

Take the wins

Mar 10, 2025

When victory arrives, embrace it.

The losses will come. They’re inevitable in any journey worth taking. But that winning day? That successful week? The period where everything clicked? Don’t let it slip by unacknowledged.

We naturally tend to obsess over failures while treating successes as merely expected. This asymmetry drains our resilience.

Smart leaders know better. They pause. They reflect. They honor the moment.

Because tomorrow brings new challenges. The scoreboard resets. The mountain gets steeper.

Celebration isn’t frivolous—it’s fuel for what comes next.

Hidden giants

Mar 8, 2025

While some still cling to outdated barriers, women are quietly rewiring our world.

The data tells a story power brokers would rather ignore. Companies with women in leadership outperform their peers by 25% according to McKinsey research. Yet only 8.8% of Fortune 500 CEOs are women.

Consider Katherine Johnson. NASA’s Mercury and Apollo missions would have failed without her mathematical genius. Yet for decades, history books remained silent about her contributions.

Or Rwanda, devastated by genocide in 1994. When rebuilding began, women stepped into leadership roles out of necessity. Today, Rwanda’s parliament is 61% women – the highest percentage globally. Their economy? Growing at twice the rate of neighboring countries.

The pattern repeats across sectors. According to Boston Consulting Group, female-founded startups generate 78 cents of revenue for every dollar funded compared to 31 cents for male-founded companies. Yet they receive less than 3% of venture capital.

The paradox of power

The systems designed to hold women back rely on this strange contradiction: claiming women aren’t ready for leadership while simultaneously fearing their potential.

This isn’t about fairness—it’s about survival. Organizations that fail to embrace women’s leadership leave extraordinary talent on the bench.

Beyond tokenism

The question isn’t whether women deserve seats at the table.

The question is why we continue accepting mediocrity from institutions that refuse to evolve.

The revolution won’t announce itself with fanfare. It’s already happening in quiet rooms where women solve problems others can’t see.

The future belongs to those wise enough to recognize this talent hiding in plain sight.

Yes, for now

Mar 8, 2025

Saying “yes” opens doors to connection. Saying “no” slams them shut. This tension sits at the heart of human interaction.

Tim David’s research reveals why “yes” is the ultimate magic word – it’s hardwired into our tribal psychology. We fear rejection because historically, group acceptance meant survival.

But here’s what most miss: it’s not just hearing “yes” that matters, it’s creating a chain reaction of affirmatives—sales professionals who secured three “yes” responses before making their pitch nearly doubled their success rates.

The flip side? Even negated negative words trigger negative emotions. When an airline captain says “don’t be concerned,” passengers focus on “concerned.” Their brains have already processed the warning before the negation.

This isn’t manipulation—it’s understanding how human connections work. Leading with “yes” builds bridges, while starting with “no” builds walls.

The next time your teenager refuses homework for television, avoid the confrontation trap. Ask questions that naturally elicit “yes” before making your request.

The most assertive communicators don’t force compliance. They create willing participation through the elegant power of agreement.

Your words create your world. Choose them accordingly.

Happy workers do not guarantee profits

Mar 7, 2025

The False Choice

“Culture eats strategy for breakfast” – Peter Drucker famously declared. Yet many leaders still believe they must choose between nurturing their people and driving results. They’re solving the wrong equation.

The data tells a different story. Companies ranking in Fortune’s “100 Best Companies to Work For” consistently outperform the S&P 500. McKinsey’s research shows that companies with top-quartile employee engagement deliver 21% higher profitability.

The Real Performance Engine

“The difference between a good and a great business is not about the numbers, it’s about the people” – Simon Sinek.

High-performing cultures aren’t built on ping pong tables and casual Fridays. They’re forged through clear expectations, meaningful work, and genuine investment in people’s growth. When people understand their impact and see a path forward, they naturally drive results.

The Leadership Paradox

Mayo Clinic’s century-old motto puts patients first, staff second, and money third. Counter-intuitive? Perhaps. Yet they’ve built one of healthcare’s most profitable and respected institutions.

Great leaders recognize that excellence and wellbeing aren’t opposing forces – they’re symbiotic. Teams pushing for results without care burn out. Teams prioritizing comfort without standards grow complacent.

The Next Level Challenge

Focus on building capability, not just contentment. Set clear standards. Invest in development. Create accountability structures that empower rather than punish. Most importantly, stop viewing people and profits as competing interests.

High performance isn’t achieved by pushing people harder. It’s unleashed by building an environment where people can do their best work. The rest follows naturally.

Your culture isn’t a feel-good initiative. It’s your most powerful performance lever. Use it wisely.

Unmasking importance

Mar 6, 2025

We chase importance without ever defining it. We lump today’s urgent tasks with tomorrow’s strategic moves, never pausing to separate signal from noise.

The most successful leaders don’t just prioritize—they obsessively question why something matters.

When teams understand the why behind their work, engagement soars, the boring spreadsheet becomes critical market intelligence. The tedious client call transforms into relationship currency. The repetitive task reveals itself as the foundation for innovation.

But we rarely make this connection explicit.

Instead, we hand out assignments stripped of context. We measure completion without measuring meaning. We wonder why motivation wanes.

Try this: Before your next meeting, ask everyone to write down why each agenda item matters to privately:

The organization
The customer
Their personal growth

The misalignment will shock you.

Important work without understood importance is just busy work wearing a fancy suit.

Actual efficiency isn’t doing things faster—it’s only doing things that create real value, with everyone crystal clear on why.

The most productive organizations don’t just manage priorities. They manage meaning.

Your team isn’t lazy. They’re meaning-deprived.

The question isn’t whether something is essential. It’s whether everyone knows precisely why it is.

Frictionless loyalty

Mar 4, 2025

Companies chase complex retention strategies while overlooking the obvious truth: customers stay where life becomes simpler. Each obstacle between desire and fulfillment creates an exit opportunity.

The best brands don’t just solve problems—they eliminate them before customers notice. They anticipate friction points and smooth them away.

When Southwest made changing flights penalty-free, they weren’t being generous—they were being smart. They recognized that flexibility creates stickiness. The customer who can leave easily paradoxically becomes the one least likely to go.

Your competition isn’t just similar products. It’s every seamless experience your customer has elsewhere. Once someone experiences one-click ordering, four-step checkout processes feel prehistoric.

Loyalty programs offering distant rewards miss the point. The real reward is removing frustration now.

Ask: What’s the smallest obstacle we could remove today? Which policy exists solely because it’s easier for us, not them?

The businesses that thrive don’t just meet expectations—they eliminate the need to have them in the first place.

Your customers aren’t loyal to your product. They’re loyal to the absence of hassle.

Change required

Mar 4, 2025

“Growth does not come without change.” – John Ratcliffe

Leaders face a brutal truth: what got you here won’t get you there. The systems supporting your current success become tomorrow’s limitations. Your carefully constructed processes—once innovative—calcify into barriers.

Where are you resisting necessary change?

The data confirms this pattern. A McKinsey study found 70% of transformation efforts fail, primarily because organizations protect what works today rather than building what’s needed tomorrow.

Consider Fujifilm. When digital photography threatened to eliminate its film business, it didn’t optimize film production—it leveraged its chemical expertise to pivot into cosmetics, pharmaceuticals, and high-performance materials. That deliberate self-disruption required exceptional courage.

Your team watches closely. They don’t hear your words about innovation—they observe your willingness to let go of comfortable practices. When you protect inefficient processes because “that’s how we’ve always done it,” you signal fear, not leadership.

“Change is the law of life. And those who look only to the past or present are certain to miss the future.” – John F. Kennedy

Growth demands more than improvement. It requires reinvention.

The question isn’t whether you’ll need to change—it’s whether you’ll do it proactively or reactively. Proactive transformation happens by choice, while reactive transformation happens by force.

Which would you prefer?

Meeting signals

Mar 3, 2025

The individual who cancels at the last minute, the team member who arrives unprepared, and the leader who schedules without clarity transmit unmistakable signals about their priorities and respect.

Consider the regional VP who built his reputation not through grand strategy but by never missing a follow-up. While competitors sent delayed responses with vague next steps, his team delivered meeting summaries within hours, action items assigned.

When Harvard researchers tracked executive behaviors, they discovered meeting habits predicted leadership effectiveness more accurately than formal assessments. The study found that leaders who maintained scheduling discipline were 64% more likely to achieve quarterly targets.

Your calendar reveals your values—each rescheduled appointment, each unprepared gathering, each meeting without purpose, each without ensuing action—small moments of truth.

You might think people notice your brilliant insights. They’re noticing whether you showed up, started on time, and what happens next.

The way you handle the mundane reveals how you’ll handle what matters. And everyone’s taking notes.

Next time you consider bumping that standing check-in, remember: it’s not just a meeting you’re rescheduling—it’s your credibility.

Power moves

Mar 2, 2025

When conflict approaches, skilled leaders recognize the choice: escalate or elevate. The bullish executive who crushes opposition may win the battle but erodes the foundation of trust beneath them.

History shows us repeatedly: Alexander the Great didn’t conquer by brute force alone—he incorporated local customs and respected defeated leaders, building an empire that outlasted his short life.

The most effective power move? Restraint.

When you hold all the cards, laying them face-up changes everything. Vulnerability disarms. Inclusion empowers. Civility, when you could choose force, demonstrates true authority.

The strongest person in the room isn’t the one who makes others feel small—it’s the one who makes space for others to stand tall alongside them.

Your true power isn’t measured by who you defeat, but by who you elevate.

Firts class value

Mar 1, 2025

In 1978, airline deregulation changed everything. Southwest Airlines introduced a revolutionary concept: low-cost, no-frills flying. They stripped away the fancy meals and plush seats, offering bare-bones service at unprecedented prices. The catch? Customers knew exactly what they were getting.

Today, walking through different cabin classes tells a stark story. First-class passengers sip champagne while economy travelers squeeze into shrinking seats. The difference isn’t just legroom – it’s the entire experience ecosystem.

Innovative businesses understand this principle. Disney theme parks offer tiered experiences, from standard admission to VIP tours. The price gap reflects real value differentials, not arbitrary markups.

Your business faces the same equation. When clients pay premium rates, they expect premium service. When they choose the budget option, they accept the limitations.

The trap isn’t in charging more or less – it’s in misaligning expectations with delivery.

People first

Feb 28, 2025

There is always time to scrutinize spreadsheets, dissect metrics, and enforce policies with surgical precision. Yet the most valuable asset walks through your door each morning wearing emotions, dreams, and untapped potential, almost unnoticed.

When was the last time you genuinely asked about someone’s weekend without glancing at your watch?

The companies that scale don’t just manage tasks—they nurture relationships. What if the breakthrough you’re seeking isn’t in another dashboard but in understanding why Sarah from accounting stays late on Wednesdays or what drives Miguel’s meticulous attention to customer feedback?

Research consistently shows that personally valued employees outperform their counterparts by significant margins. Google’s Project Aristotle discovered that psychological safety—feeling seen and heard—was the strongest predictor of team success, not technical brilliance or strategic alignment.

Historical examples abound. When Alan Mulally turned around Ford, he began by learning names and stories, not just production numbers. Before diving into financials, he rebuilt human connections.

Your team delivers metrics because they must. They’ll deliver miracles when they feel they matter.

The irony? When you stop treating people as means to your business ends, they become precisely that—the engine that drives extraordinary outcomes.

Taking time to know your people isn’t just nice. It’s the most strategic move you can make today.

Small gains

Feb 27, 2025

We celebrate the grand slams, the blockbuster deals, and the overnight success stories that weren’t overnight at all.

But real transformation happens in the spaces between headlines.

Small wins compound. Each minor victory shifts your baseline forward. What seemed impossible yesterday becomes today’s standard operating procedure.

The client who represents 2% of revenue deserves the same attention as the one who brings 20%. When the giant falls (and giants always fall), the constellation of smaller relationships keeps you afloat.

Leaders intuitively understand this. They celebrate tiny improvements that others dismiss and recognize that sustainable growth rarely arrives in spectacular fashion.

Consistency over intensity. The unsexy daily disciplines that nobody applauds.

The team that improves 1% each week outperforms the one seeking quarterly miracles.

Diversification isn’t just risk management—it’s recognition that brilliance emerges from countless modest experiments rather than a single perfect execution.

Big results don’t require big actions. They demand small actions done repeatedly with unwavering commitment.

Your next breakthrough is likely disguised as an insignificant adjustment waiting to be made.

Don’t ignore it while searching for something more impressive.

Playing favorites matters

Feb 26, 2025

Leaders often pride themselves on treating everyone equally. Yet, like skilled gardeners who give different plants varying amounts of water, great leaders know that equitability isn’t always equal.

A McKinsey study revealed that high performers are 400% more productive than average ones in complex jobs. Despite this, managers spend nearly 40% of their time managing poor performers.

Top performers at Microsoft in the 1990s had an unspoken privilege – direct access to Bill Gates for mentoring. This wasn’t favoritism; it was a strategic investment. These selective interactions spawned innovations that defined the company’s future.

The math is simple but brutal. Every hour spent trying to convert a resistant C-player is not invested in unleashing an A-player’s potential or elevating a committed B-player’s game.

A-players multiply impact. B-players build stability. C-players who resist growth drain both. Your attention is a finite resource – invest it where the returns compound.

High-performing cultures aren’t built on equal treatment. They’re built on earned privileges, clear standards, and swift decisions.

Watch where your energy flows. It reveals what you truly value.

Win your day, everyday

Feb 25, 2025

There’s possibly nothing worse than feeling busy all day—attending meetings, handling requests—yet failing to complete what you planned.

The issue isn’t lack of time or ability. It’s your failure to plan realistically.

Why believe your double-digit task list is achievable when emergencies and overflowing inboxes are inevitable? The math doesn’t work. Your tasks added together exceed the available time, minus unexpected interruptions.

Take back control with these steps:

List everything you want to accomplish today
Highlight your single Most Important Task
Ask: “If I only do this today, would that be enough?”
Select the next two important items
Estimate realistic time for each (round up)
Check your calendar for required meetings
Set aside two email-checking slots
Account for travel, breaks, meals
Budget 60 minutes for interruptions
Recalculate: Does time remain for your three tasks?
If not, remove the third and then the second item
Schedule dedicated time for your Most Important Task (preferably first thing)
If available, then plan time for items 2 and 3
Only tackle lower-priority items after completing the important ones
At the end of the working day, set aside 15 minutes to reflect and plan tomorrow
Finish on time

End your day accomplished, not exhausted. This shift won’t just make you feel better—you’ll achieve more by mastering focus.

Try it now. Reclaim your days.

When reality is wrong

Feb 24, 2025

Research from Harvard’s Daniel Gilbert reveals our brains process over 11 million bits of information per second, but we’re only consciously aware of about 40 bits. We’re not seeing reality – we’re seeing our filtered version of it.

“The real voyage of discovery consists not in seeking new landscapes, but in having new eyes,” Marcel Proust observed. His insight aligns with modern neuroscience, showing how our past experiences and beliefs shape our perceptions.

The most successful individuals understand this cognitive bias. They regularly step back and ask: “What am I not seeing?” McKinsey’s research on leadership blindspots found that 68% of organizational failures stem from leaders’ inability to recognize their perceptual limitations.

If you’re sure about a situation, consider that you might be more certain about your filters than the facts themselves.

Mind over maybe

Feb 23, 2025

According to a landmark study in the Journal of Research in Personality, individuals with high self-efficacy (belief in their ability to succeed) were 21% more likely to achieve their stated goals than those with similar abilities but lower self-belief.

History persistently whispers this truth: Rosa Parks didn’t accidentally stay seated on that Montgomery bus in 1955. Her defiance was backed by years of built-up conviction and careful planning with the NAACP. She believed change was possible when others saw only immovable barriers.

When Roger Bannister broke the four-minute mile in 1954, he didn’t just break a record – he shattered a psychological barrier. Within 46 days, John Landy did the same. Within three years, 16 others followed. The barrier wasn’t physical; it was mental.

Marie Curie embodied this same spirit, working in a converted shed with limited resources when the scientific community dismissed her. “Life is not easy for any of us,” she said. “But what of that? We must have perseverance and, above all, confidence in ourselves.” Two Nobel Prizes later, her belief was vindicated.

Stanford psychologist Carol Dweck’s research shows that people who believe their abilities can be developed (growth mindset) significantly outperform those who feel their talents are fixed. Her studies across 100,000+ students revealed that this mindset alone could account for a 40% improvement in academic performance.

Mother Teresa began with just 13 members in her order. By believing in her mission to serve Calcutta’s poorest, she built a global organization operating in 139 countries. Nelson Mandela’s 27 years in prison didn’t shake his vision of a free South Africa. He transformed his cell into a university of revolution, strengthening his resolve. “It always seems impossible until it’s done.”

But belief isn’t just positive thinking. Naval architect Ben Ainslie puts it perfectly: “It’s not just believing you can do something; it’s believing you will do whatever it takes to make it happen.”

The difference between achievement and aspiration lies in this gap – between wanting something and believing, with absolute conviction, that you’ll do what’s necessary to attain it.

You don’t need permission to be extraordinary. What you need is the audacity to believe you already are.

Complexity kills performance

Feb 22, 2025

Bulgarian weightlifters shocked the world in the 1980s. Under Coach Ivan Abadjiev’s system, they dominated Olympic competitions with a radical approach – they eliminated most exercises. While others performed 20+ different movements, Bulgarian athletes did just three: the snatch, clean and jerk, and front squat.

The results? They won multiple Olympic medals and set world records.

We chase complexity, thinking it equals sophistication. We want more email folders, productivity apps, exercise variations, menu items, and metrics.

But peak performers know differently. Warren Buffett’s investment criteria fit on one page. Apple launches fewer products than its competitors. Toyota built an empire on standardized processes.

Excellence doesn’t come from doing more things. It comes from doing the right things more often.

When we add complexity, we dilute our focus. We scatter our energy across too many targets, hitting none of them well.

Simple isn’t easy – it’s more complex. It requires the courage to eliminate good options in favor of great ones. To say no to the shiny new thing. To trust that mastery comes from depth, not breadth.

The next time you’re tempted to add another layer, remember those Bulgarian lifters. They didn’t need twenty exercises to be the best in the world. They just needed the right ones.

Hidden danger

Feb 21, 2025

Some people blast their foghorn of virtue while navigating treacherous waters with deceptive charts. They deftly point fingers outward, masking their moral compass with a theatrical display of indignation.

The loudest voices often carry the quietest truths. Their stories weave elaborate tapestries of half-truths designed to distract from their ethical shortcuts.

The real danger isn’t in their accusations – in the wake of confusion they leave behind, hoping no one notices their carefully crafted diversions.

Those who truly seek truth start by looking inward, not by amplifying outward blame.

When speed kills value

Feb 20, 2025

Ron Johnson’s arrival at JCPenney in 2011 perfectly captures the collision between good intentions and hasty execution. Fresh from his Apple retail success, Johnson launched a radical transformation – eliminating coupons, restructuring prices, and renovating stores. His vision? A modern retail experience. The reality? Sales plummeted 25% in a year, and $985 million in profits turned into $985 million in losses.

The core wasn’t Johnson’s retail vision—it was his speed of execution. There was no testing, no gradual rollout, and no consideration for JCPenney’s century-old customer relationships.

Compare this with Alan Mulally’s approach at Ford in 2006. Facing similar pressure to transform, he took six months just to understand Ford’s culture before making significant changes. His mantra became “Respect the past, create the future.” The result? Ford was the only major U.S. automaker to avoid bankruptcy during the 2008 financial crisis.

Leadership transformation demands both clarity of vision and respect for context. Quick wins might grab headlines, but sustainable change grows at the speed of trust.

Next time urgency whispers in your ear, remember: the best leaders don’t just move fast – they move at the speed of understanding.

When your gut speaks

Feb 19, 2025

Listening or Analyzing

“The intellect has little to do on the road to discovery. There comes a leap in consciousness, call it intuition or what you will, and the solution comes to you, and you don’t know how or why.” – Albert Einstein

Our business culture worships data. We build models, create forecasts, and analyze trends. Yet the most successful leaders often credit their gut feelings for their biggest wins. Consider Steve Jobs insisting on the iPhone’s design despite market research suggesting otherwise.

The Science Behind The Feeling

“Your gut has a mind of its own.” – Dr. Michael Gershon

Research from the University of California shows our gut contains over 100 million neurons – more than our spinal cord. These neurons process information and send signals to our brain, creating what scientists call our “second brain.” When your gut speaks, it’s drawing from a vast network of neural connections and past experiences.

Trust But Verify

“Intuition is not some magical property that arises unbidden from the depths of our mind. It is a product of long hours of practice.” – Herbert Simon

Here’s what differentiates great leaders: They don’t just follow their gut blindly. They use it as a starting point and then verify. When Warren Buffett gets a “feel” about an investment, he doesn’t stop there. He digs deeper, but that initial intuition guides where he looks.

Your gut feeling isn’t just emotion—it’s your experience speaking in whispers. The key isn’t whether to trust it or not, but knowing when it’s speaking from wisdom rather than fear.

Selective memory

Feb 18, 2025

Bombarded by data, our brains perform an astonishing feat. Research reveals we process about 34 gigabytes of information during our waking hours – equivalent to watching 100,000 words scroll by each day (reading an entire novel or scrolling through nearly 3,000 tweets every day.)

“The human brain, remarkably efficient, filters out 99% of all sensory information before it reaches conscious awareness,” notes Dr. Daniel Levitin, neuroscientist and author of “The Organized Mind.”

The forgetting is intentional. Our brains evolved to be selective, not comprehensive. A 2021 study in Nature Neuroscience shows that forgetting is an active process that helps us adapt and make better decisions.

What sticks? Neuroscience points to three key factors: Emotional resonance – The amygdala timestamps memories with emotional significance. Pattern recognition – Information that fits existing mental models. Immediate relevance – Data that serves a current need or goa.l

The most successful leaders and entrepreneurs don’t try to remember everything. Instead, they build systems. Bill Gates reads 50 books annually but takes structured notes on less than 10%, focusing on actionable insights rather than raw retention.

Our modern challenge isn’t remembering more – it’s choosing better what to forget. The most valuable skill might be intentional forgetting, making space for what truly matters.

Your brain isn’t failing when it forgets—it’s succeeding at keeping you focused on the essentials.

Your race

Feb 17, 2025

We sprint through our days, measuring ourselves against benchmarks we never consciously chose. Following paths laid out by others, chasing finish lines drawn in someone else’s race.

The most profound question isn’t about speed or position – it’s whether this race aligns with your deepest aspirations. Your finish line shapes every step you take today. Pick one that matters to you, not the crowd.

Thorns and roses

Feb 16, 2025

The dance looks familiar. Whether business or romance, partnerships often start with champagne promises and end with bitter cider realities. The pitch deck shines, the synergies look perfect, and everyone’s on their best behavior. Sound familiar?

We court optimistically in both boardrooms and living rooms while hiding the thorns. The startup co-founders skip the tough conversations about exit strategies. The merging companies that gloss over culture clashes. The romantic partners who avoid discussing money. All are hoping the roses will stay fresh forever.

But here’s what seasoned deal-makers know: The thorns matter more than the petals.

Innovative partnerships – personal or professional – start with the prickly stuff. What happens when we disagree? How do we handle money? What are our non-negotiables? These conversations feel like grabbing thorns, but they prevent deeper wounds later.

Consider the WhatsApp founders who left Facebook over data privacy disagreements. Or the Ben & Jerry’s duo who wrote their exit terms on a single piece of paper before serving their first scoop. They understood that clear boundaries make better gardens.

The champagne moments—successful launches, breakthrough deals, shared victories—will happen naturally. But without a foundation built on radical honesty, they’re just temporary bubbles in a fragile glass.

Build your partnership like a master gardener. Test the soil for compatibility. Check the pH balance. Ensure proper drainage for conflicts. Then, plant your rose garden.

The irony? When you lead with the thorns, you often have more roses. And that initial champagne tastes even sweeter when you know what’s in the fine print.

Genuine partnerships don’t avoid thorns – they learn to handle them together. Because in the end, it’s not about the perfect bouquet. It’s about growing something that lasts.

Diet gambles

Feb 15, 2025

We love shortcuts. We’re drawn to them like moths to flame, especially regarding our health. Today’s beacon? Intermittent fasting (IMF) – the darling of wellness influencers and biohackers.

Lab mice show promising results. Impressive lifespans jump 40% higher. Cancer resistance improves. Cellular cleanup accelerates. The science behind autophagy – our body’s natural recycling system – makes perfect sense.

There’s a rub.

Humans aren’t lab mice, and we can’t replicate their strict conditions. The latest research, from April 2024, analyzed 23 studies and found only modest improvements in cholesterol and insulin levels compared to traditional dieting. Another study from January showed no meaningful difference at all.

Nature’s October 2024 study dropped a bombshell: severe fasting might compromise muscle mass and immune function—the very things we’re trying to optimize.

The allure is understandable. The IMF offers simplicity—no complex calculations, no forbidden foods, just time windows. Yet this simplicity masks a deeper truth: sustainable health isn’t about timing—it’s about consistency and mindful choices.

Leaders chase efficiency. But sometimes, the pursuit of shortcuts leads us down longer paths. Like business transformations, health transformations require patience, commitment, and respect for fundamentals.

What if instead of chasing the next big thing, we invested that energy in what we already know works?

When whispers mislead

Feb 14, 2025

Research from workplace psychology reveals that chronic complainers and gossip spreaders experience 23% higher stress levels and report lower job satisfaction than their peers (Harvard Business Review, 2023).

“The most dangerous person is not the one who disagrees with you, but the one who agrees while poisoning your perspective.” – Simon Sinek.

We accept whispered truths without questioning their source. The colleague sharing office drama, the investor warning about market doom, or the friend critiquing another’s success – their words seep into our consciousness, reshaping our reality.

Yet these messengers often share a common trait: persistent negativity. They’re rarely the ones celebrating others’ victories or spotting opportunities in challenges. Their gift of “insider knowledge” comes wrapped in victimhood.

Consider this: happy people seldom spread unhappiness. Those thriving in their purpose don’t need to diminish others. The most successful leaders focus on possibilities, not problems.

If someone shares a “truth” about another, pause. Examine not just the message, but the messenger. Their perspective might reveal more about them than their subject.

Your worldview is too valuable to be shaped by those who see shadows in every corner. The path forward isn’t paved with whispers – it’s built on direct conversations and authentic connections.

Wrong move basketball

Feb 13, 2025

When the 1992 US Olympic Basketball “Dream Team” first assembled, coach Chuck Daly made an unconventional choice. Despite having superstars like Michael Jordan, Magic Johnson, and Larry Bird who played similar positions, he deliberately mixed up their playing time.

The conventional wisdom suggested keeping players with natural chemistry together. But Daly understood something deeper: basketball isn’t won by having five scoring specialists on the court. You need rebounders, defensive specialists, and playmakers.

The Dream Team’s success came from its diversity of skills, not just star power. While Jordan, Bird, and Johnson were all exceptional scorers, players like David Robinson’s defense, Karl Malone’s physicality, and John Stockton’s passing made them unbeatable.

This principle extends beyond sports. When Ray Dalio built Bridgewater Associates into the world’s largest hedge fund, he actively sought cognitive diversity. His research showed that teams with different thinking styles made better investment decisions than groups of like-minded analysts.

The trap of sameness is seductive. We gravitate toward people who think like us because it feels good. There’s less friction, more head nodding, and instant rapport. But that comfort often masks a critical weakness: blind spots multiply when everyone sees the world the same way.

True innovation and resilience demand cognitive friction. Different perspectives, uncomfortable questions, and alternative approaches aren’t just nice-to-haves – they’re essential for survival in a complex world.

When building a team, resist the urge to clone your best players. Instead, look for the missing pieces that make others better.

Seeking our echo

Feb 12, 2025

Confirmation bias isn’t just a fancy term psychologists throw around – it’s the comfortable lie we tell ourselves daily. Research from the University of Illinois shows we spend 67% of our time seeking information confirming our beliefs, even when contradictory evidence might serve us better.

Nobel laureate Daniel Kahneman puts it perfectly: “Confidence is a feeling, one determined mostly by the story’s coherence and by the ease with which it comes to mind, even when the evidence for the story is sparse and unreliable.”

Think about your last three significant decisions. Did you seek contrary opinions, or did you carefully select advisors who mirror your worldview? Stanford’s echo chamber study reveals we’re four times more likely to engage with viewpoints that align with our existing beliefs.

This self-deception goes deeper. We proudly label ourselves “open-minded” while systematically filtering out voices that challenge our core beliefs. It’s not just about being right – it’s about avoiding the discomfort of being wrong.

Here’s the raw truth: Real growth happens in the space where our beliefs collide with opposing evidence. Everything else is just sophisticated validation seeking.

That visceral resistance to opposing viewpoints – the instant urge to dismiss – signals precisely what demands deeper examination. Harvard psychologist Chris Argyris suggests one powerful practice: For each major decision, actively seek out and document three perspectives that challenge your initial instinct. This forces confrontation with our blind spots.

Your beliefs aren’t precious heirlooms to be protected. They’re tools that either serve your growth or hinder it.

Reality bites back

Feb 11, 2025

Fighting what exists drains the energy needed to change what could be. Many leaders confuse acceptance with surrender, missing the vital difference between the two.

Most struggle because they are too busy resisting current conditions to see the opportunities within them. They push against market shifts, team dynamics, or resource constraints – treating reality like an opponent rather than a playing field.

Top performers approach things differently. They start with a clear-eyed recognition of where things stand. Not because they like it. Not because they will leave it that way. But because that is where the leverage is.

This is not about settling. It is about seeing. When you stop exhausting yourself, and fighting what is, you can finally focus on what could be. Energy spent resisting reality is energy stolen from creating change.

The real skill is not avoiding uncomfortable truths but using them as fuel. Every constraint presents an opportunity. Every setback contains a lesson. Every “is” creates space for “could be.”

The moment of pausing when arguing with reality reveals what you are trying to protect. That same energy redirected toward what is possible creates momentum.

The path forward starts precisely where you are. Not where you wish you were.

The decoy

Feb 10, 2025

Ancient military strategists perfected it first. Create explosions on multiple fronts. Send scouts to probe defenses. Launch diversionary attacks. While defenders rush to fortify obvious breach points, the real assault strikes elsewhere, often with devastating precision.

Modern warfare hasn’t changed this playbook. During Desert Storm, coalition forces bombarded Iraqi positions for weeks. The Iraqis fortified their southern border, expecting the main thrust there. Instead, the decisive attack came from the west, through the desert they thought impassable.

Politics borrowed this tactic. Multiple controversies erupt simultaneously. Media cycles churn. Public attention splits. Social media amplifies each new crisis. Meanwhile, significant legislation passes quietly, fundamental policies shift without fanfare, or crucial appointments go unnoticed.

The defense requires discipline. Experienced commanders don’t react to every explosion. They watch patterns. They preserve resources. They maintain strategic reserves. Most importantly, they keep their focus on critical objectives despite the chaos.

Success doesn’t come from responding to every threat. It comes from recognizing which ones matter.

Your mission remains unchanged regardless of the noise. Keep your team focused on what moves the needle. Let others chase the phantoms.

When promises fade away

Feb 9, 2025

Words inspire dreams.

Actions build reality.

Your team remembers what you do, not what you promised.

Face what you fear most

Feb 8, 2025

Hiding doesn’t make monsters disappear

“The first responsibility of a leader is to define reality.” – Max DePree.

We excel at dodging uncomfortable truths. A startup founder ignores dwindling cash reserves. A CEO overlooks a toxic executive, destroying team morale. A sales leader dismisses clear signs of market shifts. These aren’t just oversights – survival threats masquerading as minor inconveniences.

The price of willful blindness

“It is better to be hurt by the truth than comforted with a lie.” – Khaled Hosseini.

Kodak saw digital photography coming but clung to film. Nokia witnessed the smartphone revolution but held onto basic phones. Both giants fell not from ignorance but from refusing to confront their brutal reality.

Turn towards, not away

“The cave you fear to enter holds the treasure you seek.” – Joseph Campbell.

The exercise is simple but uncomfortable: Gather your team. Ask each person to write down what everyone knows, but no one discusses. Share anonymously. The patterns that emerge often reveal the organization’s most critical challenges.

Research from Harvard Business School shows companies that regularly confront uncomfortable truths are 3x more likely to navigate major market shifts successfully.

Your greatest threat isn’t the brutal fact itself – it’s the energy wasted pretending it doesn’t exist. The market rewards those brave enough to look reality in the eye and act accordingly.

The next move belongs to you.

Winning teams play in their lanes

Feb 7, 2025

Your star quarterback doesn’t critique your linebacker’s technique. The first violin doesn’t tell the percussionist how to hold their drumsticks. The pastry chef doesn’t hover over the grill station.

Elite teams thrive on diversity, not conformity. Watch any championship sports franchise, world-class orchestra, or Michelin-starred kitchen – you’ll find strong personalities who’d clash at a dinner party but create magic together on the field, stage, or line.

The secret? They stay in their lane.

Most organizations spend countless hours crafting strategies and action plans. Yet they fall into the trap of micromanaging how others should execute. They try to standardize personalities instead of harmonizing them.

The Philadelphia Eagles don’t ask their defensive tackle to throw like Jalen Hurts. The Vienna Philharmonic doesn’t expect their timpanist to bow like the concertmaster. Le Bernardin doesn’t demand their saucier plate desserts like their pastry chef.

Great leaders create environments where individual brilliance serves the collective mission. They don’t dim unique lights – they position them to shine brightest.

Your team’s strength lies in its differences, not its similarities. Let them play their position, their way.

In blind sight

Feb 6, 2025

Henry Ford never visited a mechanics shop to revolutionize transportation. He watched assembly lines at meat-packing plants. The innovation wasn’t in engines – it was in the process.

Most companies look for innovation in familiar places. Tech firms study other tech firms. Retailers copy retailers. Yet breakthroughs often come from unexpected sources. Pixar’s animation breakthroughs emerged from studying architecture and theater lighting, not other animation studios.

Consider Southwest Airlines. While competitors analyzed aviation trends, Southwest studied NASCAR pit crews. They revolutionized airplane turnaround times by adopting racing techniques. Their innovation wasn’t about flying but speed on the ground.

The Mayo Clinic transformed patient care by studying hotel concierges, not other hospitals. They realized healthcare wasn’t just about medicine but about creating an experience that reduced anxiety and built trust.

Innovation lives where you’re not looking. Amazon didn’t disrupt retail by studying stores. They learned from logistics companies, data centers, and subscription services.

Next time you seek breakthrough ideas, look outside your industry. The answers rarely hide where everyone else is searching.

Want my feedback first

Feb 5, 2025

President Kennedy’s ExComm team faced a pivotal moment during the Cuban Missile Crisis. When Secretary of Defense Robert McNamara aggressively pushed his view, Kennedy stopped him with a gentle “Bob, may I share a different perspective?” That small request changed the dynamic of the conversation and ultimately helped shape one of history’s most crucial negotiations.

We bristle at unsolicited advice. Our defenses rise when someone barges into our mental space uninvited. Yet we keep doing it to others.

Picture walking into someone’s home. You wouldn’t rearrange their furniture without asking. So why do we reorganize people’s thoughts without permission?

The magic lies in those four words: “May I share something?” They signal respect. They acknowledge boundaries. They transform criticism from an ambush into an invitation.

Asking first is not just being polite – it’s creating psychological safety. The person can choose to engage. They become a willing participant rather than a reluctant target. Permission granted leads to minds being opened. And open minds are where real change begins. Your next piece of feedback might be brilliant, insightful, or even life-changing. But without permission, it’s just noise in someone else’s space.

Switch tax

Feb 4, 2025

The average knowledge worker switches between 13 different apps per hour. That’s 13 context shifts, 13 mental resets, and 13 opportunities for distraction.

Microsoft’s research shows each switch takes 23 minutes to regain full focus. The math is brutal – we’re burning daylight chasing efficiency.

Consider Notion’s rise. Teams ditched Evernote, Trello, and Google Docs for one unified workspace. Their reported productivity jumped 32% – not from better features but fewer switches.

Basecamp’s Jason Fried puts it sharply: “The best tool isn’t the one with the most features. It’s the one that lets you stay in flow.”

When Navy SEALS prep for missions, they use integrated command centers instead of best-in-class point solutions. Lives depend on reducing friction.

Your tools might excel at their singular tasks. But excellence in isolation creates collective drag. Every switch has a tax. Unlike subscription fees, this tax is compounded by time and team size.

Next time you evaluate a tool, count the switches it saves, not just the features it adds.

Art of less

Feb 3, 2025

In 1950, the average American cookbook contained 85 recipes. Julia Child’s “Mastering the Art of French Cooking” featured 524 recipes. Today, a single food blog can host thousands. We collect them like trading cards, yet master none.

This pattern echoes across professions. A Harvard study found that leaders who focused on three core competencies outperformed their “well-rounded” peers by 43% over 15 years. Think of Warren Buffett, who famously reads 500 pages daily – not across diverse topics, but laser-focused on business and investing.

Consider Toyota in the 1970s. While American manufacturers chased diversification, Toyota was obsessed with perfecting just-in-time manufacturing. Their singular focus transformed them from a minor player to the world’s largest automaker.

The paradox? We praise specialization in others while pursuing generalization ourselves. We hire surgeons for their specific expertise, yet in our own careers, we fear missing out by focusing too deeply.

The most impactful leaders aren’t those who do everything – they’re those who do a few things exceptionally well and build teams of specialists around them.

True mastery isn’t about knowing everything. It’s about knowing exactly where to draw your boundaries and having the courage to stay within them.

Perfect progress

Feb 2, 2025

‘Even a tortoise moves forward by sticking its neck out.’

We obsess over perfection when progress is what matters. Yet we forget that even nature takes seasons to bloom. The morning sun doesn’t apologize for taking its time to rise.

Some days, moving forward means acknowledging that showing up was enough. Self-compassion isn’t weakness – it’s the fuel that keeps us going when the path feels steep.

The pace matters less than the direction. And sometimes, the bravest thing we can do is be gentle with ourselves when the journey takes longer than we hoped. Your worth isn’t measured in daily victories but in the courage to begin again tomorrow.

Choose your burden

Feb 1, 2025

Howard Hughes, the billionaire aviator and filmmaker, lived two distinct lives – one of remarkable achievement and another of self-imposed isolation. In his early years, Hughes chose the burden of innovation, breaking aviation records and revolutionizing film technology. But later, he chose a different burden: perfectionism and fear, becoming a recluse in hotel rooms with elaborate cleanliness rituals.

The story illustrates a profound truth. Every path has its weight to bear. Hughes’ early choices brought the challenges of public scrutiny and business pressure. His later choices brought physical decline and isolation. Neither path was burden-free.

That’s the insight many miss. We often resist choosing, thinking we can avoid discomfort. But indecision is itself a choice – usually the heaviest burden of all.

Consider your current path. Your job might feel safe, but that safety comes with the weight of unexplored potential. Leaving carries risks, but so does staying. A relationship might feel comfortable, yet that comfort might cost you growth.

The real power isn’t in avoiding burdens – it’s in choosing the ones that feel worthwhile.

Next time you face a choice, don’t ask which path is easier. Ask which burden you’d be proud to bear.

When you stop to think

Jan 31, 2025

Bill Gates would vanish into the woods for a week each year during Microsoft’s peak. No emails. No meetings. Just books and deep thinking.

But this wasn’t casual reading. While others devoured business books searching for success formulas, Gates hunted for patterns about how the world was shifting. His “Think Week” wasn’t about personal development but developing insight.

Warren Buffett once said, “The difference between successful people and successful people is that successful people say no to almost everything.” Gates took this further. He said no to everything for an entire week.

Today’s leaders face a similar challenge but rarely take such decisive action. The average CEO reads 60 books yearly, yet many struggle to find time for deep reflection. Reading without reflection is like eating without digestion.

Consider Reed Hastings at Netflix. During the company’s DVD-by-mail era, he spent months studying how people consumed entertainment. This led to the pivotal insight that changed everything: “People want the movie now.” Netflix’s streaming revolution wasn’t just about technology – it sprang from a leader who made time to think deeply about human behavior.

The woods where Gates retreated didn’t make him smarter. They made him more apparent. In our age of constant connectivity, clarity might be the ultimate competitive advantage.

What do we need now if Gates needed a week to think clearly while running a software company in the 1980s?

The delusion of scattered dreams

Jan 30, 2025

The numbers tell a stark truth: A Harvard Business School study found that companies pursuing more than five strategic priorities were 50% less likely to achieve market leadership. Yet the average executive today juggles 12-15 major initiatives.

Consider Apple. Under Steve Jobs’ return in 1997, he slashed their product line from 350 to just 10 items. Within three years, Apple’s stock price soared 1,000%. Now a tech giant, Amazon spent its first seven years selling only books.

The pattern repeats among history’s game-changers. Mozart mastered piano before touching composition. Warren Buffett built 95% of his wealth after age 50, sticking to a singular investment philosophy. Tiger Woods’ childhood consisted of nothing but golf, putting in 8,000 hours before age eight.

The myth of multi-tasking has seduced us into celebrating busy-ness over effectiveness. We wear our scattered attention like a badge of honor, bragging about overflowing inboxes and calendar conflicts.

But true impact demands depth. Cal Newport’s research shows it takes 90 minutes of uninterrupted focus to reach peak cognitive performance. Each distraction resets the clock.

Greatness lives in narrow spaces – in the relentless pursuit of mastering one thing completely. When you go deep enough, the world has no choice but to notice.

Your scattered dreams are keeping you average.

Negotiation needs no logic

Jan 29, 2025

In high-stakes FBI negotiations, Chris Voss discovered something counterintuitive – rationality takes a backseat to emotion. Research by Tversky and Kahneman confirms people act irrationally in 150 different ways through cognitive biases.

Savvy negotiators leverage this through “tactical empathy” – understanding emotions to gain influence. It’s why repeating someone’s words (mirroring) builds instant connection. Your voice tone matters too – positive and playful builds collaboration, while a calm “late-night DJ voice” projects authority without triggering defensiveness.

Top negotiators never rush to compromise. They use time strategically, let silence do the heavy lifting, and hunt for “black swans” – hidden information that changes everything.

The ultimate negotiation hack? Getting comfortable with “no.” It gives both sides breathing room and paradoxically opens more paths to yes.

Most negotiations fail because we obsess over logic when emotion drives decisions. The skilled negotiator knows better – they build trust first, then watch rationality follow.

Giants stumble forward

Jan 28, 2025

The team at Apple wasn’t looking for a phone when they created the iPhone. They were searching for a better way to interact with music. Just as the market thought it understood the future, everything changed.

Today’s tech narrative faces a similar disruption. DeepSeek, a Chinese AI firm, has demonstrated something remarkable – they’ve built a powerful large language model at a fraction of Western costs. This sent tremors through Wall Street, with Nvidia and Microsoft feeling the shockwaves in their stock prices.

Three critical uncertainties now loom: First, the assumption that advanced AI development requires massive capital investment might be wrong. DeepSeek’s achievement suggests there are more efficient paths.

Second, the geographic center of AI innovation isn’t fixed. Just as China moved from basic manufacturing to electric vehicles, they’re now challenging the West’s perceived AI dominance.

Third, our understanding of what drives AI progress might be fundamentally flawed. While Western companies focus on scaling existing approaches, breakthrough innovations might emerge from entirely different directions.

The iPod team didn’t set out to kill the flip phone. They were obsessed with solving a different problem entirely. Similarly, DeepSeek’s approach might reveal that the path to advanced AI isn’t about more computing power or more enormous datasets – it’s about finding smarter ways to use what we already have.

The next leap in AI might not come from making existing models bigger or faster. It could emerge from a small team asking different questions and exploring quiet corners others have overlooked.

Innovation teaches us one consistent lesson: today’s assumptions are tomorrow’s limitations.

While today’s news may be unwanted news to many AI providers, this will likely be the fuel to help recognize that there is another way.

What are you overlooking?

Bulls don’t dance

Jan 27, 2025

In 1962, John F Kennedy challenged America to reach the moon. Not because it was easy but because it was hard. That kind of masculine energy drove innovation, creativity, and achievement.

Dr. Robert Glover points to a stark shift after World War II. Men started suppressing their masculine traits, becoming what he terms “nice guys” – people pleasers who avoid conflict and seek constant validation.

But here’s the paradox: These men aren’t nice. Behind the peaceful facade lies manipulation, passive-aggressive behavior, and covert contracts – unspoken agreements where they give to get.

Take Steve Jobs. Known for being anything but a “nice guy,” his unwavering vision and direct communication style made Apple a trillion-dollar company. He understood that authentic leadership isn’t about being liked but driving change.

The path forward isn’t about becoming unkind. It’s about integration – embracing both strength and vulnerability. Like a bull moose in nature, authentic masculinity is attracted through its unapologetic presence.

Leaders who try to please everyone end up pleasing no one. Your unique edge – including your flaws – is your advantage.

Natural wisdom at work

Jan 26, 2025

I marvel at my dog caring for her day-old pups. It’s her first litter, yet she’s a natural. Gone is the attention-seeking companion, replaced by an instinctive nurturer who gives unselfishly – feeding, cleaning, and protecting these helpless beings. No manual was consulted, no classes were attended, and no guidance was needed. She scores perfect tens, stealing quick naps between round-the-clock duties.

In organizations, we often override such natural wisdom. Research from Harvard Business School shows that companies that trust employee intuition in decision-making have 23% higher productivity. Google’s Project Aristotle revealed psychological safety – our instinct to speak up – as the top predictor of team success.

Like that mother dog, we possess an innate knowledge of what excellence requires. The path to breakthrough performance may not lie in more frameworks or processes but in reconnecting with our fundamental instincts about purpose, collaboration, and growth.

When we align our actions with our most profound knowing, resistance fades. Flow emerges. Impact multiplies.

Your gut knows the way forward. Trust it.

Intentionality

Jan 25, 2025

Being flexible is easy.

Going with the flow is easy.

Adapting to what presents itself is easy.

Being open to opportunity is easy.

Doing the best you can is easy.

Being intentional is not easy. It requires thought, commitment, planning, and consistent, deliberate action. It also brings improved collaboration, far more significant outcomes, and deeper satisfaction.

Avoid easy. It rarely satisfies anyone, including you.

A necessary power loop

Jan 24, 2025

The most successful leaders obsess over feedback loops. Not the casual “how are we doing” kind. The systematic, data-driven kind that transforms businesses.

McKinsey’s 2023 study revealed companies with robust feedback systems grow 2.3x faster than competitors. Yet 76% of businesses still treat feedback as an afterthought.

“The gap between success and failure lies in the milliseconds between stimulus and response” – Ray Dalio

The magic isn’t in collecting feedback – it’s in the response time. Amazon’s famous “two-pizza teams” operate on 24-hour feedback cycles. They implement changes while the data is still hot.

But here’s what most miss: feedback loops aren’t just about customers. Internal loops matter more.

Microsoft’s transformation under Satya Nadella started with an employee feedback overhaul. Result? Stock price up 640% since 2014.

The key? Make it automatic. Build systems that capture, analyze, and act on feedback without friction. Like a heartbeat – constant, rhythmic, life-giving.

Your competition is still sending annual surveys. You can do better. Your culture is either amplifying feedback or suppressing it. There’s no middle ground.

Advice that changes nothing

Jan 23, 2025

Here’s the thing about advice: it flows freely, from mentors charging thousands to well-meaning strangers online. Both carry a price tag – one visible, one hidden in the cost of inaction.

The guru’s wisdom isn’t magic. Neither is the free guidance from a friend. The price you’re willing to pay in sweat equity transforms advice from empty words into meaningful change.

“Knowledge isn’t power until it is applied.” – Dale Carnegie

Think about the last three pieces of advice you received. Now count how many you implemented. The gap between knowing and doing is where most potential dies.

The market for advice is endless because implementation is challenging. It’s easier to seek another opinion than to execute on what we already know. We collect insights like trading cards, hoping quantity will substitute for quality of action.

But wisdom without implementation is just entertainment.

The truly successful don’t have better advice – they have better implementation systems. They don’t collect more knowledge; they execute on the essential insights that matter.

Your next breakthrough isn’t hiding in another consultation or book. It’s waiting in the graveyard of good advice you’ve received but never acted on.

The price of transformation isn’t measured in dollars spent on advice but in the courage to look foolish while implementing it.

Less priorities, more impact

Jan 22, 2025

According to Deloitte’s workplace burnout survey, 77% of employees feel burned out at their current job. The paradox? Those who do less often achieve more.

Warren Buffett’s famous “2-List” strategy crystallizes this concept. He advises his people to focus exclusively on the top five priorities, treating everything else as a strict “avoid-at-all-costs” list.

But here’s what’s fascinating: Harvard Business Review found that high performers typically say no to 57% more requests than their average-performing counterparts. They don’t just manage time – they protect it fiercely.

Think of your energy like venture capital. Every ‘yes’ is an investment. Each commitment dilutes your portfolio. The most successful leaders understand this equation: Less scatter equals more impact.

Google’s “20% time” policy didn’t work because it added another commitment – it worked because it forced engineers to prioritize the other 80% ruthlessly.

Your capacity isn’t measured by how much you can carry but by how precisely you can choose what not to have.

Next time someone asks for your time, consider this: Every yes costs twice – once in the time it takes, and once in the focus it steals.

The most potent skill isn’t managing multiple tasks – it’s mastering the art of meaningful subtraction.

Winning today or tomorrow

Jan 21, 2025

A Harvard Business Review study revealed something striking: 78% of business leaders overemphasize lagging metrics, chasing yesterday’s game while tomorrow sneaks past them.

Think of a doctor who only measures deaths instead of blood pressure. Absurd? Yet that’s precisely how many run their businesses.

American Airlines discovered this painfully in 2008. While they celebrated record revenues, their customer satisfaction scores had been bleeding for months. A year later, they lost $2.1 billion.

The secret? Winning organizations obsess over both – what happened and what’s coming. Costco tracks employee satisfaction as religiously as its sales. When their worker happiness scores dropped in 2015, they adjusted benefits before revenue took a hit.

But here’s what most miss: Leading indicators aren’t just numbers on a dashboard. They’re behavior changers. When Microsoft started measuring developer response time, code quality improved before a single customer complained.

Great metrics don’t just measure – they move people. When you measure what’s ahead, you shape what’s ahead. Your scoreboard tells people what matters. Make sure it’s pointing toward tomorrow, not just celebrating yesterday.

Input equals output

Jan 20, 2025

Your daily decisions compound like interest. Each choice, no matter how small, creates ripples that shape your future outcomes. Most people think breakthrough moments happen overnight – they don’t.

Twenty years of research at the Human Performance Institute shows that elite performers invest 3-4x more time in deliberate practice compared to their peers. They optimize their environment, routines and relationships to support their goals.

Take Olympic athletes. A study of gold medalists revealed they spent an average of 10,000 hours perfecting their craft before reaching the podium. But it wasn’t just about time – it was about the quality of their preparation. They treated recovery as seriously as training. They sought out world-class coaches. They measured everything.

The same principles apply in business. When Steve Jobs returned to Apple in 1997, he didn’t just work harder – he worked differently. He reduced Apple’s product line by 70%, focused intensely on design, and built a culture of excellence. The result? Apple’s market cap grew from $3 billion to $300 billion in 14 years.

Input determines output in every domain. Top sales teams make 50% more customer calls. Leading software developers write 10x more code. Successful entrepreneurs fail forward through multiple ventures before breaking through.

Excellence isn’t an act, but a habit formed through thousands of intentional decisions. Your current results are a lagging indicator of your past choices. Want different outcomes? Change your inputs.

You become what you consistently do.

Lazy tracking still wins

Jan 19, 2025

Three runners train for a marathon. One tracks every run, another logs weekly, and the last runs blind. Research predicts who’ll cross the finish line.

A groundbreaking weight loss study revealed the magic ratio: track 30% of days, lose 3% weight. Track 40% of the days, lose 5%, and track 70% of days, lose 10%. The pattern is clear – attention drives achievement.

Netflix knows this. They measure 30 million viewer interactions daily. Tiny shifts in viewing patterns trigger instant content adjustments. The result? Subscriber growth outpaces competitors 3 to 1.

Amazon’s warehouse efficiency jumped 37% when they installed hourly performance tracking. Not because people worked harder, but because problems became visible faster.

Here’s the twist: measurement isn’t about perfection. It’s about patterns. Track 3 days out of 10, and you’ll spot the dragons before they grow teeth. The power lies in frequency, not intensity. Small, consistent peeks outperform deep, sporadic dives.

Problems hide their heroes

Jan 18, 2025

The Wright brothers didn’t invent the wing – they studied birds. Henry Ford didn’t create the assembly line – he watched meatpackers. Steve Jobs didn’t devise the mouse – he borrowed it from Xerox.

Ego makes us think we need to solve everything from scratch. Wisdom knows better. Someone, somewhere, has already wrestled your dragon and won.

The real innovators? They’re master thieves. They steal solutions, not problems. While others bang their heads against walls, they’re out there finding the person who already built the door. Innovative leaders know this: Your next breakthrough is probably in someone else’s toolbox. The question isn’t “How do we solve this?” but “Who has?”

Leaders who blame fail to scale

Jan 17, 2025

In 1957, when HP was growing rapidly, Bill Hewlett and Dave Packard faced constant pressure to fill positions quickly. Yet they famously left key roles vacant for months rather than compromise on talent. But here’s what most miss about their story – they never blamed the talent pool.

Instead of complaining about candidate quality, they examined their recruitment approach. They realized their job descriptions focused on technical skills while overlooking cultural fit. Their interview process tested knowledge but not creativity or initiative.

So they revamped everything. They started hosting university open houses, created summer internship programs, and trained managers to spot potential over polish. Within two years, they had more qualified candidates than openings.

The insight wasn’t about persistence. It was about ownership. While other companies blamed a “talent shortage,” HP’s founders recognized that consistent hiring failures pointed to flaws in their system – their leadership.

Today’s leaders face similar challenges. When teams underperform or positions stay vacant, it’s tempting to fault the market, the candidates, or the team. But exceptional leaders ask more challenging questions: What am I missing? How have I contributed to this pattern? What systems have I built that perpetuate these outcomes?

The team you build reflects the leader you are. If you’re consistently getting the wrong people, stop looking at them and start looking in the mirror.

Behind the mask

Jan 16, 2025

Too often, we work closely with individuals yet have no sense of who they are or what is important to them. We are quick to judge and assume. We inevitably form unfounded and invalidated opinions regarding individual behaviors and character without knowledge of the person or what has formed them.

Our uniqueness is ours. No one is like us, thankfully in some respects.

As leaders, take time to get to know your team members and peers as people, not employees. Understand what makes them tick and why they behave like they do, not to highlight the differences but to appreciate and understand.

Personal assessments for the team help, coaches provide objectivity, and small questions of inquisitiveness break the ice. If you want a high-performing team, learn how to support each individual’s best self.

Regrets

Jan 15, 2025

We imagine them more than they are.

They are rarely as significant as we believe they may be before the event occurs, and they are soon forgotten and are rarely a regret.

In time, we justify our choices and what is and will be; that is the story we tell. Accept that your life, in time, will be devoid of those regrets, and pursue what it is that you desire.

The cost of always fighting

Jan 14, 2025

In the second row at the funeral service for Jimmy Carter, something remarkable happened that shouldn’t have been remarkable at all.

Two men who built careers positioning themselves as opposites shared a laugh. No cameras flashing, no voters to impress, no tweets to craft. Just a whispered joke and a genuine chuckle.

Some called it hypocrisy. Others saw political theater. But perhaps we’re missing the deeper signal – that beneath the carefully constructed personas and pitched battles lies something more basic and true: our shared humanity.

We’ve become so accustomed to perpetual combat that a moment of simple human connection makes headlines. We’ve forgotten that disagreeing with someone’s ideas doesn’t require rejecting their humanity. That sharing a laugh doesn’t mean surrendering your principles.

The real power isn’t in maintaining constant opposition. It’s in knowing when to set aside the armor and be human. To recognize that our pitched battles, our carefully crafted narratives, and our righteous positions will all eventually fade into history.

In that second row, for just a moment, the walls came down. Presidents Obama and Trump had a personal moment. Not because principles were abandoned but because something more fundamental took precedence – the recognition that we’re all brief players on the same stage.

If you feel compelled to maintain your battle stance, consider what you might sacrifice at the altar of perpetual conflict.

The wait before the leap

Jan 13, 2025

Success rarely arrives on schedule. Most overnight sensations took a decade to emerge. Ask Phil Knight about those first few years selling shoes from his car trunk, or Sara Blakely about her endless rejections before Spanx took off.

The temptation to rush is powerful. We see others’ highlight reels and wonder why our journey feels like an extended director’s cut. But those who rushed to market often stumble hardest – remember Theranos’ premature promises or WeWork’s hasty expansion.

The journey shapes the destination. Toyota spent years perfecting their production system before becoming a global giant. They understood that excellence isn’t rushed – it’s cultivated through countless small improvements.

The wait isn’t just necessary – it’s valuable. Each setback builds resilience. Every delay forces innovation. Those quiet moments of doubt push us to question and refine our vision.

Your impatience isn’t a flaw – it’s fuel. Channel it into mastering your craft today, knowing timing isn’t about waiting passively. It’s about preparing relentlessly for the moment when preparation meets opportunity.

Some dreams are worth the wait. Make yours count.

Like, to be liked

Jan 12, 2025

Watch children at play – they instinctively know who genuinely wants to share their toys. No fancy words or promises required. That raw human detector never leaves us; it just gets buried under politeness and protocol.

We carry mental ledgers of authenticity. Each time we expect warmth without giving it or demanding attention while withholding our own, we create invisible debts. These emotional IOUs compound silently until relationships go bankrupt.

The math is simple but we complicate it: genuine appreciation flows both ways or not at all. Your neighbor, colleague, friend – they all know when you’re making deposits of real care or just expecting withdrawals.

If you seek a connection, check your authenticity balance first. You might be running on emotional credit.

Beyond the echo chamber

Jan 11, 2025

The crowds gather digital pitchforks raised high whenever someone dares to step across the invisible line and engage with “the other side.”

We’ve created a bizarre paradox. While championing diversity and inclusion, we’ve somehow decided that intellectual diversity is off-limits. Cross the aisle for a conversation? Prepare for backlash. Share a stage with someone who holds opposing views? Watch your reputation crumble.

But this instinct to condemn dialogue is precisely what cements the walls between us. Each time we attack someone for reaching across the divide, we reinforce the very tribalism we claim to fight against.

The most impactful voices throughout history weren’t those who stayed safely within their circles – they were the ones who ventured out and risked criticism to build bridges. They understood that change doesn’t happen in echo chambers.

True influence isn’t about maintaining ideological purity. It’s about having the courage to engage, to listen, to challenge and be challenged. We don’t protect our values when we punish this courage – we suffocate them.

Next time you feel that knee-jerk reaction to someone engaging with the “wrong” people, pause. Ask yourself: Are you defending principles, or are you defending walls?

The strongest ideas don’t need protection from dialogue. They thrive on it.

Put your mask on first

Jan 10, 2025

Leadership starts with self-care, yet we resist this fundamental truth. Airlines understand this perfectly – their universal safety protocol demands we secure our oxygen mask before helping others. It’s not selfish, it’s strategic.

Research from McKinsey’s “Women in the Workplace 2023” study revealed that 75% of senior leaders experience burnout, primarily because they prioritize organizational needs over personal well-being. This mirrors what United Airlines discovered decades ago – passengers who help others before securing their masks reduce survival chances for everyone by 50%.

Consider the math: A depleted leader operating at 60% capacity can only give 60% to their team. That deficit cascades through the organization, creating a multiplier effect of diminishing returns. Reflect on this: Your deficit is compounded by the number of people you lead.

The most successful leaders view personal development as a strategic imperative. Former Intel CEO Andy Grove spent 20% of his time on self-development, noting, “The output of a manager is the output of their team.” His logic was simple – his personal growth directly impacted thousands of employees.

Growth isn’t optional for leaders. When we stop evolving, we start dissolving. Our teams deserve a leader continually sharpening their edge, not dulling it through neglect.

The next time you feel guilty about prioritizing your development, remember: Leadership effectiveness flows from personal excellence.

The hidden salesperson within

Jan 9, 2025

We’re all selling something, even when we don’t think we are.

Is the engineer pitching a design solution? Selling. Is the HR manager proposing a new policy? Selling. Is the teacher explaining a concept? Selling.

Even the introverted data analyst is selling – their insights, reliability, and value to the team.

As Daniel Pink notes in “To Sell Is Human,” the average worker spends 40% of their time persuading, influencing, and convincing others.

Yet, many of us shy away from ‘selling’. We shouldn’t.

Embracing your inner salesperson can transform your career:

Know your product: Understand your unique value proposition.
Identify your audience: Who needs what you’re offering?
Craft your pitch: Communicate your value clearly and concisely.
Listen actively: Sales is as much about listening as talking.
Follow-up: Persistence often makes the difference.

Selling isn’t about being pushy. It’s about connecting your value to others’ needs.

Your success depends on your ability to sell – your ideas, work, and yourself. It’s time to start practicing.

The vista awaits

Jan 8, 2025

In 1953, Edmund Hillary didn’t just appear at Everest’s peak. Before the famous summit, he spent years climbing smaller peaks in New Zealand. Tenzing Norgay made six attempts before reaching the top. They understood something we often forget – mastery starts with mundane steps.

SpaceX didn’t launch straight to Mars. They started with small rockets, failed multiple times, and gradually built their way up. Even their Falcon 1 took four attempts before reaching orbit.

Amazon began selling just books. Not electronics, not cloud computing – just books. Jeff Bezos knew the power of starting small and specific.

This pattern repeats across every field of human achievement. The myth of overnight success blinds us to the reality of incremental progress. We stare at the summit while ignoring the first camp.

What these pioneers understood was that momentum isn’t built through grand gestures. It’s built through consistent, small actions that compound over time.

Don’t focus on the peak the next time you face your mountain. Find your first camp. Make it close enough to reach today, not tomorrow.

Outstanding achievements aren’t built on dramatic leaps. They’re built on tedious, consistent steps – each one small enough to take right now.

Your vista awaits. But first, take that step.

Succinctly stated

Jan 7, 2025

Something we all seek, but few can do it well. Instead, we become verbose, convoluted, and confused.

Can you state your strategy in one sentence if you are an organization? Similarly, as an individual,l can you say what you do in one sentence? Nothing more.

If you can, well done. If not, it may just be what you need to gain the clarity, focus, and time you desperately seek.

Blurred vision

Jan 6, 2025

We confuse abundance with clarity. Our dashboards overflow with numbers, each claiming importance, each demanding attention. Priority used to mean one – the first, the vital. Now, we juggle ten “priorities,” pretending they all matter equally.

Strip away the noise. Find your true north. The rest is just static, carefully designed to look meaningful.

When everything matters, nothing does.

Less, but better

Jan 5, 2025

Each year, I set a guiding mantra to help me navigate the paths I can likely follow, discover new and interesting opportunities, and look for growth. Yet, this year, all of this needs to happen in the same amount of time as last year, which is 24 hours less because of a non-leap year. Ultimately, it comes down to one simple truth: doing less.

What can one do well that will provide inspiration and fulfillment while maintaining equilibrium across all the facets of the life you seek? Ultimately, it is a matter of choice.

Greg McKeown’s book, Essentialism, isn’t just another productivity hack. It’s a radical rebellion against the chaos of endless commitments. Studies from the University of California show that switching tasks can cost us 40% of our productive time. We’re not just busy – we’re burning our potential.

The Hidden Cost of Yes

“The wisdom of life consists in the elimination of non-essentials.” – Lin Yutang

Every time you say yes to something mediocre, you say no to something extraordinary. Research reveals that executives who practiced selective focus outperformed their peers by 25%.

The Power of Purposeful No

“People are effective because they say no.” – Peter Drucker

McKinsey’s research shows that executives spend 60% of their time on urgent but non-important tasks. Essentialism flips this equation. It’s not about time management – it’s about choice curation.

The math is simple but profound: Your most significant contribution is channeling your energy into fewer, better-chosen priorities. Microsoft’s shift to focused product development under Satya Nadella proves this, which is evident in their stock value increase after eliminating non-core projects.

Success isn’t about doing everything. It’s about doing the right things with uncompromising excellence.

Take a hard look at your commitments. Your next level of growth might not come from adding more – but from the courage to subtract.

Operating in the gain

Jan 4, 2025

In the relentless pursuit of excellence, how we measure progress shapes everything. Dan Sullivan’s “Gap and Gain” principle illuminates a critical distinction that separates high achievers from the perpetually frustrated.

Yet most leaders continue to fall into the gap.

“The gap is where you compare yourself to your ideals. The gain is where you compare yourself to where you started.” – Dan Sullivan

Research from Harvard Business School shows that 83% of high performers regularly experience imposter syndrome, largely due to operating in the gap mindset.

A 2023 study by the Strategic Coach organization revealed that entrepreneurs who practiced gain-thinking reported 40% higher satisfaction scores and achieved 25% more of their stated goals.

“When you’re in the gain, you’re measuring backward to see your progress. When you’re in the gap, you’re measuring forward to an ideal that keeps moving away from you.” – Dan Sullivan

The neuroscience is clear: Operating in the gain releases dopamine, enhancing motivation and creativity. Gap thinking triggers cortisol, impairing decision-making and innovation.

McKinsey’s research on leadership effectiveness shows that leaders who regularly practice gratitude and progress recognition (gain thinking) have 31% more productive teams.

The path forward isn’t about ignoring ambition but changing how we measure progress. Your next breakthrough isn’t in reaching some distant ideal. It’s in recognizing how far you’ve already come.

High performers don’t abandon their standards. They master the art of celebrating progress while pursuing excellence.

The hidden gems in partnerships

Jan 3, 2025

Every breakthrough that shaped our world came from minds working in concert. Gates and Allen. Hewlett and Packard. Ben and Jerry. These names ring through business history not as individuals but as powerful pairs.

The Fear Factor

Some resist partnerships like cats avoid water. The root? Control. Trust. Fear of betrayal. Studies from Harvard Business School show that 70% of business partnerships fail – but here’s the twist: the 30% that succeed outperform solo ventures by an average of 300%.

What History Whispers

“Neither of us could have done it alone,” said William Hewlett about his 50-year partnership with David Packard. Together, they built their empire from $538 in a garage to a multi-billion dollar tech giant.

The Wright brothers didn’t just build an airplane – they created a model of perfect partnership. While Wilbur focused on theory, Orville mastered mechanics. Their complementary strengths made flight possible.

The Architecture of Strong Partnerships

The best partnerships share key elements:

Clear boundaries and roles
Aligned values but diverse skills
Open communication channels
Shared vision but individual space
Equal commitment to growth

Warning Signs

Watch for these partnership killers:

Unbalanced contribution
Poor communication
Misaligned values
Unclear expectations
Hidden agendas

The magic lies in finding someone who covers your blind spots while sharing your vision. Strong partnerships aren’t about finding your clone – they’re about finding your complement.

Consider this: Every great expedition had a navigator and a captain. Every successful film pairs a director’s vision with a producer’s practicality. Every breakthrough research paper has theorists and experimentalists.

The future belongs to those who can bridge their limitations through strategic partnership. Find your other half.

When pride meets progress

Jan 2, 2025

The Wright brothers didn’t conquer the skies alone. Their breakthrough came after writing to the Smithsonian Institution, requesting every publication they had on flying machines.

Thomas Edison’s light bulb emerged through collaboration. He actively sought help from mathematicians, physicists, and even glassblowers. His genius wasn’t in knowing everything – it was in knowing whom to ask.

Even Albert Einstein, facing the complexities of general relativity, turned to mathematician Marcel Grossmann. Einstein’s famous words capture this perfectly: “A new idea comes suddenly and in a rather intuitive way, but intuition is nothing but the outcome of earlier intellectual experience.”

The pattern repeats throughout history. Research from Harvard Business School shows leaders who actively seek advice are rated 40% more effective by their teams than those who don’t. The study, conducted over five years, reveals that asking for help isn’t a sign of weakness – it’s a marker of emotional intelligence.

Marie Curie’s groundbreaking work in radioactivity? She collaborated extensively with her husband, Pierre, openly acknowledging their shared expertise made the impossible possible.

Your success isn’t measured by what you know. It’s measured by your willingness to learn from others. The most powerful word in innovation isn’t “eureka” – it’s “help.”

When you next feel that prideful resistance reaching out, consider this: Every landmark achievement in human history has fingerprints of multiple hands.

Your greatness lies not in standing alone but in the courage to invite others into your journey.

New Year’s Day

Jan 1, 2025

Dublin, 1983. While violence gripped Northern Ireland, an Irish band crafted something unprecedented – a love song that transcended conflict, not about romance, but about solidarity and the human spirit’s resilience.

Peace movements were rising across Eastern Europe. In Poland, Lech Walesa and Solidarity were proving that change comes from unity, not division. Their peaceful resistance showed how hope could pierce through decades of oppression.

Sometimes, the biggest breakthroughs happen when we stop waiting for others to change when we decide that this year, this moment, this day – we’ll be the ones to extend our hands first.

Great shifts rarely announce themselves with fanfare. They creep in quietly through small acts of courage – a protest in Warsaw, a peace march in Belfast, a conversation between longtime enemies.

Changemakers understand this truth: Yesterday’s conflicts don’t have to dictate tomorrow’s possibilities. Every new dawn offers a choice – to stay trapped in old narratives or to write a different story.

The real revolution isn’t in the streets. It’s in that moment when we decide that peace matters more than being right, when we choose to see enemies as future friends.

Your next breakthrough might not look like victory. It might look like extending your hand first.

How can I help?

Dec 31, 2024

In 2014, when Satya Nadella took the helm at Microsoft, he encountered a culture marked by competition and internal politics. His approach? He started asking a simple question: “How can I help?”

This shift wasn’t just semantic – it was seismic. Under previous leadership, Microsoft’s stock had stagnated for a decade. Within five years of Nadella’s cultural transformation, Microsoft’s market value tripled.

The ripple effects were profound. Teams that once guarded their projects began collaborating. Engineers who feared criticism started innovating boldly. A culture of blame transformed into a culture of support.

What Managers Miss

Traditional management often falls into the trap of fault-finding. Studies from Gallup show that teams receiving primarily negative feedback generate 27% more errors than teams receiving primarily positive feedback.

Harvard Business Review’s research reveals companies with supportive leadership see 21% higher profitability. Why? Because psychological safety unleashes creativity and initiative.

The Netflix Story

Reed Hastings transformed Netflix’s culture by eliminating traditional performance reviews. Instead, managers were trained to ask “What obstacles can I remove?” The result? Netflix’s innovation rate soared, leading to groundbreaking shifts in how we consume entertainment.

You’re either building walls or bridges. Every interaction either reinforces fear or cultivates trust. The question isn’t whether your team can do better – it’s whether you’re creating the conditions for them to soar.

Leadership isn’t about having all the answers. It’s about asking the right questions.

Habits are eternal

Dec 30, 2024

In 1984, Jim Longstreet opened a single barbershop in Tulsa, Oklahoma. Unlike his competitors chasing growth targets, he focused on one habit – calling three existing customers every evening to check on their satisfaction.

Those three daily calls grew into a systematic approach to customer service. While others set revenue goals, Longstreet made relationship-building automatic. His team developed scripts, tracking systems, and follow-up protocols that ran like clockwork.

The results defied conventional business wisdom. Without setting a single expansion target, his systematic approach attracted loyal customers who demanded more locations. By 2010, Longstreet’s chain had grown to 218 stores across 12 states, generating $145M in annual revenue.

“Systems beat goals every time,” Longstreet shared in a 2015 interview with Inc Magazine. “Goals are dreams with deadlines. Systems are dreams with legs.”

His story echoes findings from a 2019 University of Pennsylvania study showing companies focused on systematic approaches grew 3.2x faster than those fixated purely on growth targets.

Goals seduce us with their promise. But it’s the unglamorous routines, repeated daily, that create empires. Goals come and go, habits are eternal.

Your next breakthrough might not need a bigger target. It may just need a better system.

Leaders are mere mortals

Dec 29, 2024

The corner office, the reserved parking, the executive assistant – these aren’t earned by who you are but by the position you hold. Strip away the title and what remains? Those deferential nods and quick responses fade when the business card changes.

True influence outlasts any position. It comes from serving others, not from being served.

Details matter

Dec 28, 2024

The holiday season brings a surge of dinner parties. Each host has a choice: serve a good meal or create something memorable.

A family in Milan spent generations perfecting their tiramisu recipe. The secret? They aged their ladyfingers for exactly 72 hours at precise humidity. Most guests couldn’t identify why this tiramisu tasted extraordinary, but they remembered it decades later.

Details compound. The perfectly timed pause in a presentation. The handwritten note accompanying a proposal. The fresh flowers in a meeting room. These small touches signal something deeper – that you see your work as a craft rather than an obligation.

Southwest Airlines’ early success stemmed from its obsession with 10-minute turnarounds. While competitors saw this as a minor operational detail, Herb Kelleher recognized it as the key to their business model.

Excellence hides in precision. When we treat details as mere details, we miss their cumulative impact. But they become our signature when we approach them as expressions of care.

The next time you’re tempted to say “good enough,” ask yourself: What small detail could transform this from adequate to unforgettable?

Your attention to detail tells people everything about your standards. Not everyone will notice, but the right people always do.

Misaligned focus

Dec 27, 2024

When Roger Bennet commented on Mo Salah’s exceptional physical condition and asked about his six-pack routine, he wasn’t ready for the answer. No complex exercises. No special equipment. Just kitchen wisdom, “The abs begin in the kitchen.”

We chase visible outcomes without understanding their foundations. Like the gym enthusiast spending hours on crunches while devouring junk food, or the startup founder obsessing over office aesthetics while their culture crumbles.

The real transformation happens in invisible spaces. In kitchens not gymnasiums. In habits not heroics. In daily choices not dramatic gestures.

What we see is merely evidence of what’s already happened. The abs, the success, the breakthrough are just reflections of decisions made long ago.

Next time you find yourself admiring the outcome, pause. Ask about the kitchen.

Critics own nothing

Dec 26, 2024

The critics sit comfortably in their armchairs, dispensing judgment on creations they’ve never attempted to build. They wield influence without responsibility, shaping opinions without skin in the game.

These professional opinion-givers have carved out a curious niche in our culture. We’ve granted them extraordinary power to elevate or destroy careers, shape public perception, and influence market success – all without creating anything themselves.

News anchors editorialize rather than inform. Film critics declare movies that audiences love unwatchable. Food critics destroy restaurants based on a single visit. Book reviewers dismiss works that took authors years to craft.

What’s fascinating isn’t their criticism – it’s our willingness to outsource our opinions to them. We’ve created a class of professional judges whose primary qualification is their ability to judge confidently. Critics have made and destroyed others’ lives at the flick of a pen or the carelessness of words, and some even regret it well beyond a point of redemption or salvation.

But creation always trumps criticism. The restaurant owner who serves thousands of happy customers has done more than the critic who writes about one bad meal. The filmmaker who moves millions has achieved more than the reviewer who dismisses their work.

The real power lies not in critiquing what exists but in bringing something new into the world. While critics focus on what’s wrong, creators focus on what’s possible.

The next time you encounter a scathing review, remember who’s creating and doing the talking. One builds the stage, and the other merely comments from the seats.

Your opinion matters most when you’re invested in the outcome.

Ordinary love

Dec 25, 2024

On a sweltering day in Robben Island, a prisoner tended his garden. Not just any prisoner – Nelson Mandela spent 27 years behind bars yet emerged without bitterness. His weapon? Ordinary love.

The guard who brought his daily meals started with contempt in his eyes. Mandela greeted him daily, asked about his family, shared garden tomatoes. Slowly, walls crumbled. Ordinary conversations. Ordinary gestures. Extraordinary impact.

This ordinary love transformed a nation. When Mandela walked free, he didn’t seek vengeance. Instead, he invited his former jailers to his inauguration. He wore the Springbok jersey – once a symbol of apartheid – turning it into a bridge of unity.

In 2013, Bono captured this essence in song, not about grand gestures or sweeping reforms but about the simple power of choosing love when hate seems easier. The kind of love that shows up daily, does the hard work, and transforms without fanfare.

Today, as headlines scream division and social media amplifies anger, perhaps we need this reminder: The most powerful revolutions start with ordinary moments of grace.

Your smile at a stranger. A moment of patience. A choice to understand rather than judge. These ordinary acts ripple outward, just like Mandela’s garden tomatoes.

U2: Ordinary Love

Metrics become a magnet

Dec 24, 2024

Fitbit didn’t just create a step counter. They created a persistent nudge that lives on your wrist.

A study by the American Psychological Association found that visual reminders increased goal achievement by 42%. But this isn’t just about numbers – it’s about presence.

Take Spotify’s engineering team. They installed giant screens showing real-time system performance in their offices. Response times improved by 23% within three months—not because they hired better engineers or rewrote their code, but simply because the data refused to be ignored.

The same principle applies to weight loss, sales targets, and customer satisfaction. When numbers become neighbors, they transform from abstract goals into constant companions.

Digital agency Huge saw this firsthand. After making team metrics visible on office dashboards, project completion rates jumped 31%. The data didn’t change – its visibility did.

The magic isn’t in the measurement. It’s in the constant presence. Like a parent’s watchful eye or a coach’s steady gaze, persistent data creates persistent progress.

Your metrics are only as powerful as their visibility. Make them impossible to ignore.

Finding cause to celebrate

Dec 23, 2024

It is the most exciting day of the year. December 23 is a big day for me. It’s not a birthday or an anniversary but rather one dictated by the solar system and the Earth’s rotation. Today is when the northern hemisphere has its shortest day. Not that I am a lover of night time, but instead I love daylight and sunshine, and it is the beckoning that we have hit the lowest point of the daylight spectrum, and it will only get better from here for the next six months. Yes, it’s a mindset and one that gets me through the colder months that await.

Our minds play similar games in business and life. Leaders wait for quarterly results before feeling accomplished. Entrepreneurs hold their breath until funding arrives. Sales teams delay celebration until year-end numbers are finalized.

These artificial checkpoints become our emotional anchors, much like the winter solstice. But nature teaches us something profound – change is constant, not event-driven.

Successful leaders break free from these mental traps by creating their momentum. Buffett famously ignored quarterly earnings in favor of long-term value. Sara Blakely built Spanx by celebrating small wins daily, not waiting for major milestones.

Instead of anchoring joy to external events, build internal metrics that matter daily—track team engagement over sales targets. Measure learning moments above quarterly profits. Focus on value delivery rather than funding rounds.

The sun doesn’t wait for solstice to shine. Neither should your drive for excellence.

When hope is not enough

Dec 22, 2024

History teaches us about hope’s true power. Viktor Frankl found meaning in concentration camps. Nelson Mandela kept hope alive through 27 years of imprisonment. Their stories illuminate when hope matters most.

But there’s a dangerous flip side.

Too many leaders use hope as a strategy. They watch market share slip away. See competitors innovate faster. Notice employee engagement plummet. Yet they say, “Let’s hope things turn around.”

Hope without action is surrender in disguise.

Real leadership demands more. It requires uncomfortable decisions—tactical shifts. Strategic pivots. Sometimes even complete reinvention.

Consider Kodak. They hoped digital photography was a passing fad. Nokia hoped smartphones wouldn’t catch on. Blockbuster hoped Netflix wouldn’t matter.

Hope became their excuse for inaction. Their shield against hard choices.

The paradox? True hope emerges from action, not waiting. It’s born when we face reality and choose to change it.

Frankl and Mandela show us hope’s real purpose: It sustains us when circumstances strip away all other options. It’s the last light in darkness, not an excuse to avoid turning on the switch.

Next time you catch yourself saying, “Let’s hope…” – stop. Ask instead: “What can we do?”

Because hope isn’t a strategy. It’s what keeps us going when strategies fail.

Start a new job

Dec 20, 2024

Sarah hit that familiar wall we all face – feeling stuck and frustrated despite significant growth. But rather than polish her resume and browse job boards, she made an unconventional choice that transformed her work life overnight.

She decided to start a new job… at the same desk.

The wisdom in Sarah’s approach was understanding that the thrill of a new position often comes from our mindset, not the business card. That spark of possibility, fresh perspective, and renewed energy don’t require a different employer.

So, she created her first day. She cleared her desk, reorganized her space, and walked in Monday morning with the mindset of someone starting fresh. No promotion, no title change, just a deliberate shift in perspective.

The results were remarkable. Tasks that had become routine now held new potential. Challenges that felt draining became opportunities to prove herself in her “new role.” She rediscovered the energy that comes with beginning something new.

We often think transformation requires external change. But sometimes, the most potent shifts happen when we see our existing world through fresh eyes.

Your next great career move might not be across town. It might be across your mind.

Trading approval for impact

Dec 19, 2024

Seeking approval is a primal instinct – so deeply wired that we’ll sacrifice authenticity to get it. However, successful scale-ups reveal that teams perform best when leaders care more about impact than being liked.

Gary Burnison, CEO of Korn Ferry, documented how high-performing teams consistently rated “challenging the status quo” above “maintaining harmony” in their success factors. The pattern repeats across industries.

Think of Steve Jobs. His relentless push for excellence often ruffled feathers, yet Apple’s innovations transformed industries. Or consider Katherine Graham taking over The Washington Post – she chose to publish the Pentagon Papers over comfortable relationships with power players.

The math is simple: meaningful change requires disruption. When you prioritize being liked, you’ll instinctively avoid the necessary friction that drives transformation.

This doesn’t mean being harsh. It means caring enough to have the difficult conversations. To question assumptions. To push beyond the comfortable.

The paradox? When leaders focus on creating real value instead of collecting approval, they often earn deeper respect. Not from everyone – and that’s precisely the point.

Your team doesn’t need another friend. They need someone who believes in their potential enough to demand their best.

The next time you feel that pull to soften your message or skip the hard conversation, ask yourself: Am I leading or just collecting likes?

Braving the cold

Dec 18, 2024

The winter morning whispers threats through frosted windowpanes. My mind conjures images of biting winds and numbing cold, remnants of a sun-soaked upbringing where winter meant light jackets at worst.

But here’s the truth about that dreaded first step outside – it’s never quite the monster I imagine. The anticipation of discomfort looms larger than the experience itself.

Our minds excel at building elaborate fortresses of fear, each brick laid with “what-ifs” and worst-case scenarios. We wrap ourselves in the comfortable blanket of hesitation, missing the exhilaration that waits just beyond our threshold.

This isn’t just about braving winter winds. It’s about every bold move we’ve postponed, every opportunity we’ve let slip by because the imagined pain of trying outweighed the real cost of staying still.

Growth lives on the other side of that door. The most transformative moments often begin with a single, uncertain step into the unknown.

As you consider 2025 and your mind starts constructing barriers, reflect on the thought that the hardest part isn’t the journey itself. It’s turning that door handle.

When collectives thrive

Dec 17, 2024

The Amish barn-raising ritual tells us everything we need to know about influential collectives. In a single day, an entire community comes together to build a neighbor’s barn. No payment changes hands. No contracts are signed. Yet it works spectacularly.

The Power of Mutual Investment

“Social capital is the thread that weaves together the fabric of successful communities” – Robert Putnam, sociologist and author of “Bowling Alone.” Research from the Ostrom Workshop shows that successful collectives share three core elements: clear boundaries, fair rules, and shared accountability.

The Israeli Kibbutz Model

Early kibbutzim thrived because they mastered the balance between individual contribution and collective benefit. Each member’s work improved everyone’s quality of life. When this connection weakened in the 1980s, many kibbutzim struggled – proving that the link between effort and shared outcome is crucial.

What Breaks Collectives

Studies from the University of Michigan reveal that collectives fail when they hit the triple threat: free riders who don’t contribute, unclear value distribution, and weak feedback loops. The Wikipedia community counters these threats with transparent contribution tracking, clear governance, and immediate content validation.

The Digital Renaissance

Modern digital cooperatives, like Platform Cooperativism, show us how collective principles adapt to new contexts. They’ve replaced physical barn-raising with code contributions, but the fundamental truth remains: shared ownership drives shared responsibility.

The collective spirit isn’t about enforced equality but aligned incentives. When your success directly lifts your community, contribution becomes instinct rather than obligation.

Avoid the annual goal setting delusion

Dec 16, 2024

Traditional goal-setting fails 92% of the time, according to research by the University of Scranton. During this festive season of reflection and anticipation, most people engage in the mental gymnastics of annual planning – a more academic ritual than actionable.

Dr. Caroline Adams Miller’s research reveals something striking: people who set “self-concordant goals” aligned with their core values are 300% more likely to achieve them. The problem isn’t goal-setting itself. It’s our outdated approach.

Consider Sarah Chen, CEO of TechForward. In 2023, she abandoned traditional annual planning for 90-day sprints. Each quarter had one major focus – her “flagship achievement.” The result? Her company hit annual targets by Q3, with employee satisfaction soaring 40%. “When we stopped trying to predict 12 months,” she says, “we started moving forward.”

Here’s what proven performers do differently: Start with reflection – celebrate last year’s wins and extract the lessons. Consider all life facets: relationships, values, work, recreation, and wisdom. Dream bigger. Set one flagship goal that will define your year. Most critically, schedule all your time off before the calendar fills up.

The Quarterly focus we use to help organizations scale makes this practical. As Bill Gates notes, “Most people overestimate what they can do in a day and underestimate what they can do in a decade.” Your brain responds better to shorter horizons. Quarterly planning creates momentum through visible progress.

Equally important is what not to do: Don’t set so many goals you can’t remember. Avoid unrealistic expectations that exhaust you before you begin. Never focus solely on one life facet. Don’t skip planning implementation steps. And always build in reassessment time.

As Gary Keller emphasizes, “Extraordinary results are directly determined by how narrow you can make your focus.” Your success in 2025 won’t come from a perfect plan. It will come from consistent, focused action in the right direction.

You can wait until December 31st or start envisioning a better, happier you today. Block your growth time first, or it won’t happen at all. It’s your year and your life – how much time are you worth?

Wash your hands

Dec 15, 2024

In 1846, at Vienna General Hospital, doctors walked straight from autopsies to delivering babies. Their unwashed hands carried death between rooms.

Dr. Ignaz Semmelweis noticed something disturbing. The mortality rate in the doctors’ maternity ward was five times higher than in the midwives’ ward. The midwives washed their hands.

He implemented mandatory hand washing with chlorine. Death rates plummeted from 18% to under 2%.

Yet his colleagues rejected him. They were offended by the suggestion that their hands – the hands of educated gentlemen – could cause harm. Their pride cost lives.

The medical establishment ostracized Semmelweis. He died in an asylum, his warnings unheeded. It would take decades before Louis Pasteur’s germ theory proved him right.

This isn’t just about 19th-century hubris. Every day, we walk through life, leaving invisible traces of our actions. Our impact ripples further than we know.

Modern hospitals still battle with hand hygiene compliance. Despite knowing better, healthcare workers wash their hands less than 50% of the recommended times, according to the CDC.

The truth stings. Facing our potential for harm requires more courage than celebrating our healing touch. But that confrontation is where real transformation begins.

Excellence demands we examine not just what we’re doing right but what we might be doing wrong.

Your greatest blind spot isn’t what you don’t know – it’s what you think you know for sure.

Wait for trouble

Dec 14, 2024

Looking for trouble is exhausting. And expensive. When it needs you, it knows where to find you. Until then, get on with living.

We prep for storms that never come. Pack umbrellas under clear skies. Miss the sunshine while scanning for clouds. Worse, we create space for the negatives without room for them. Meanwhile, life – the real show – plays on without us in the audience.

Speaking last

Dec 13, 2024

During a crucial GM board meeting, Chairman Alfred P. Sloan demonstrated a leadership principle that would become legendary. After hearing heated debates and watching his executives argue passionately, he stated: “Gentlemen, I take it we’re all in disagreement?”

The room fell silent.

His ability to absorb, process, and then speak made him one of the most effective leaders in business history. He turned GM into the world’s largest corporation by mastering this art.

The science backs this up. A 2019 Harvard Business Review study found that leaders who speak last in meetings receive 17% higher effectiveness ratings from their teams.

It’s not just about listening – it’s about presence.

When you speak last, you:

Gather complete information before deciding
Make others feel deeply heard
Gain time to process complex dynamics
Build trust through patience
Command attention when you finally speak

The Japanese have a term for this: “mokusatsu” – killing with silence, not in a negative way, but in the art of letting others exhaust their thoughts before offering wisdom.

Try this the next time you’re in a heated discussion: Sit back. Take notes. Watch body language. Let others empty their minds. Then, only then, speak with the full weight of accumulated wisdom.

True power isn’t in speaking first. It’s in speaking last.

Avoiding autopilot

Dec 12, 2024

Every meeting you attend half-heartedly chips away at your reputation, and every report you rush through leaves a permanent digital footprint.

We all succumb to that feeling of “professionally exhausted.” Some more than others, yet a few consistently deliver exceptional results. Why? They’ve mastered the art of strategic disengagement.

As Maya Angelou said, “Nothing will work unless you do.”

The difference isn’t in having more time. It’s in having the courage to pause when you’re not bringing your best self forward.

Stop when feeling disengaged. Change tasks or environment. Even take a much-needed break, but whatever you do, pause. Your output is a reflection of you, regardless of how small. Be sure that it is who you choose to leave others with.

Where value hides

Dec 11, 2024

Value isn’t where you think it is. It’s lurking in the shadows of your daily grind, remaining hidden from your assumptions.

Research shows that 70% of professionals misidentify their core value proposition. They chase the wrong metrics, optimize the wrong processes, and celebrate the wrong wins.

Take creative professionals. They obsess over perfect designs, yet clients often value the conversation more than the deliverable. Further studies revealed that 82% of clients rank “understanding my business” above “technical excellence.”

The real value multiplier? It’s in the space between activities. The thinking between meetings. The silence between words. The clarity between iterations.

Consider David, a UX designer who tracked his impact over six months. His most valuable contributions weren’t his polished interfaces. They were the strategic insights he shared during coffee breaks, the problems he prevented before they existed, and the trust he built in tiny moments.

A Harvard Business Review analysis found that perceived value often spikes in unexpected places. The consultant’s most valuable moment was not the final presentation but the impromptu hallway conversation that sparked a revolution in thinking.

Here’s the truth: What would your clients miss if you stopped your core activity tomorrow? Not what you think they’d miss, but what they’d reach out and ask for.

That gap between assumption and reality? That’s where actual value lives.

Your work matters most when it transforms, not just when it delivers.

Verity outplays nice

Dec 10, 2024

Being direct isn’t cruel – it just may be the deepest form of respect. Dancing around issues wastes everyone’s time and creates confusion where clarity should reign.

When we sugarcoat, we rob others of the chance to grow, improve, and understand. We think we’re being kind, but we’re actually being selfish—protecting our own comfort at the expense of someone else’s development.

Great leaders and strong relationships are built on honest, clear communication—not harsh, not mean, just real.

The next time you feel the urge to soften a message, ask yourself: Who am I protecting? The other person? Or my discomfort with confrontation?

Genuine kindness lives in clarity.

Sharp tools, sharp mind

Dec 9, 2024

Kitchen wisdom runs deeper than we realize. When cutting onions makes me cry, it is easy to blame the onion. But here’s the truth: often, if I merely sharpen the knife, the problem is minimized. The truth is a dull knife does the real damage. Blunt blades crush cell walls, releasing more irritants than a clean slice ever would.

Think about that for a moment.

“The most expensive tool is the one that doesn’t work properly.”

This ancient wisdom echoes through every profession, craft, and daily task. We tolerate frustrations daily—crashed computers, glitchy software, worn-out equipment. We blame the task, the technology, or ourselves. But what if we’re looking at the wrong culprit?

A study from the University of Michigan found that workers lose an average of 22 minutes daily dealing with technology issues. That’s 91 hours per year of preventable frustration. Quality tools aren’t costs but investments in our sanity and success. Research suggests that professionals using optimal tools are 40% more productive than those without.

Just as a sharp knife transforms cooking from frustration to flow, the right tools elevate every aspect of our work. Your time and peace of mind are worth more than the false economy of making do with inferior equipment. When we upgrade our tools, we upgrade our capabilities, output, and joy in the work.

What’s frustrating you today? Take note and reconsider.

When problems play hide and seek

Dec 8, 2024

Life has a wicked sense of humor.

The strange truth reveals itself at the most inconvenient moments. Your car’s disturbing rattle transforms into perfect purring the instant you pull into the mechanic’s lot. That throbbing tooth pain vanishes precisely as you sink into the dentist’s chair.

The laptop that crashed fifteen times yesterday performs flawlessly when IT supports peers over your shoulder. The washing machine’s haunted dance routine becomes a gentle hum when the repair person arrives.

These glitches in our daily reality aren’t just coincidence – they’re life’s way of keeping us humble. Like a mischievous child playing peek-a-boo, our problems seem to giggle and hide just when we need them to show themselves.

Next time your issue plays a disappearing act, smile. You’re not going crazy; you’re just experiencing one of life’s favorite magic tricks.

Life’s not your game

Dec 7, 2024

Living authentically isn’t a strategy. It’s a revolution.

Most people think life’s a chess match. They calculate moves, plan responses, and guard their position. They always want the upper hand and think to outmaneuver. However, a 2021 Harvard Business Review study found that 70% of people regularly hide their true feelings at work.

But here’s the paradox: Those who drop the game often win the biggest prizes.

The Authenticity Advantage

“The privilege of a lifetime is to become who you truly are.” – Carl Jung

Companies with authentic leadership see 3x higher employee engagement. People trust genuine souls 4x more than strategic players, based on data from Edelman’s Trust Barometer.

Beyond the Moves

“When you are content to be simply yourself, nobody can help you become somebody else.” – Coco Chanel

The real power move? No moves at all. Raw honesty creates deeper connections than any calculated strategy. Your vulnerabilities become your strength.

Stop keeping score. Start keeping it real. The winners aren’t playing games – they’re living the truth.

The hidden cost of being late

Dec 5, 2024

Time is the ultimate equalizer. We all get 24 hours. No exceptions.

A study from DePaul University found that chronic lateness costs American businesses $90 billion annually. But the real cost is trust.

Researchers at Harvard discovered that people who are consistently late score 30% lower on perceived reliability metrics, silently affecting their career advancement.

Think deeper. When someone repeatedly shows up late, they’re broadcasting a message: “My time outranks yours.” Each delay is a micro-aggression against respect.

But here’s the twist: Tolerating lateness is equally destructive. Studies in workplace psychology show that teams who normalize tardiness experience a 40% drop in mutual accountability.

The science is clear. According to the Journal of Applied Psychology, people who respect others’ time report 65% higher satisfaction in relationships and career growth.

It’s binary. You either honor time or you don’t. Every minute stolen is trust burned. Your calendar reveals your values. What’s yours saying?

The truth about teams

Dec 5, 2024

Teams aren’t what you think they are. They’re better. And worse.

The Hidden Pattern

“Great vision without great people is irrelevant.” – Jim Collins

Look at your last team meeting. Who spoke? Who stayed silent? Count the moments of real connection versus polite agreement. Your answer reveals more than any performance review.

Beyond the Surface

“Coming together is a beginning. Keeping together is progress. Working together is success.” – Henry Ford

Walk into your team space tomorrow. Notice the energy. Watch how information flows. Are people making eye contact? Do they interrupt each other? The small moments tell the bigger story.

The Uncomfortable Truth

Does your team feel safe enough to say “I don’t know”? To challenge the status quo? To admit mistakes? Your answer predicts success better than any skill assessment.

Think about your best team experience. What made it special? Now, look at your current team. See the gap?

Great teams aren’t built on org charts or talent. They’re built in moments of vulnerability, in the courage to be wrong, and in the willingness to listen when someone says, “What if?”

Your team’s potential isn’t limited by talent. It’s limited by psychological safety, trust, and the small choices made in everyday moments.

Next time you’re with your team, watch closely. The truth about your team’s effectiveness isn’t in their resumes. It’s in their eyes. Their energy. Their willingness to be honest with each other.

Will they follow when you’re gone?

Dec 4, 2024

Leadership isn’t just about what happens when you’re in the room. The real magic unfolds when you step away. True influence ripples through an organization, creating waves of impact that continue long after you move on.

Great leaders forge deep connections. They know Maria in accounting dreams of opening a bakery. They understand why David in sales needs flexibility for his son’s therapy appointments. These personal bonds create a trust that transcends hierarchy.

These leaders shoulder blame while deflecting praise. When projects succeed, they spotlight their team’s brilliance. When things go wrong, they step forward to absorb the impact. This builds a culture of psychological safety where innovation thrives.

Most critically, they maintain unwavering clarity about direction while staying flexible about the path. Like skilled sailors, they keep their eyes on the destination while adjusting their course to changing winds. Their teams know exactly where they’re heading, even as they navigate around obstacles.

But the ultimate test comes when they step away. Their true legacy isn’t the projects completed under their watch. It’s in the empowered teams who continue driving forward, armed with clear purpose and unshakeable values.

When people choose to follow your vision even without your physical presence – that’s when you know you’ve transcended being a boss and become a true leader.

The question is, ‘Would they choose to do it again with you if they had the choice?’ Now you know how they feel.

The buy-now brain trap

Dec 3, 2024

Hello, beautiful people. Take a moment from the mayhem of savings, 30%, 50% plus spend $100 and get another one free. It is nauseating. Yet that is what we do. You’re standing in line at 4 AM, freezing your bits off for a TV that’s 20% off – a TV you’ll replace next Black Friday because, well, that’s what we do now, isn’t it?

Have our lives become so simple we have nothing better to do than just shop? Here’s the thing about modern consumption: It’s not about need anymore. It’s about that dopamine hit. That sweet, sweet rush of clicking “add to cart” or, better still, “One Click Buy.” Scientists at Stanford found that just anticipating a purchase lights up the same brain regions as chocolate and, oddly enough, puppies.

“The things you own end up owning you.” – Chuck Palahniuk wasn’t just being clever; he was predicting our current reality show of consumption.

You know what’s truly unfathomable? We’re buying storage units to store the stuff we bought on sale to save money. The self-storage industry hit $48.7 billion in 2023. We’re paying to store things we never needed in the first place.

Meanwhile, Netflix is churning out documentaries about minimalism that we watch on our new 85-inch TVs, nodding along while browsing Amazon.

Here’s a radical thought: Maybe the best deal isn’t ‘buy two, get one free.’ Maybe it’s ‘buy none, get your life back.’

What you bought can still be returned. You got the hit. Now revive your bank account, and better yet, find that purpose to truly energize you.

What’s the plan?

Dec 2, 2024

What is a strategy without a plan?

The statement is simple enough. Don’t waste your time.

We love to ideate and dream, And we should.

But if we have no plan, treat that exercise for what it is: day-dreaming.

You will not fail because of your strategy, but likely because you failed to plan.

Busybodies

Dec 1, 2024

The mark of those who are so intently concerned about others. Their natural predisposition is to pry and meddle.

May it just be that their existence lacks any real purpose.

A pressure-proof protocol

Nov 30, 2024

“Between stimulus and response there is a space. In that space is our power to choose our response.” – Viktor Frankl

Your pressure protocol isn’t just a checklist – it’s your personal operating system for high-stakes moments. Research from the Yale Emotion Intelligence Project shows that implementing a structured response protocol can reduce reactive decision-making by 47%.

Strategic pause elements

“Take the time to deliberate, but when the time for action comes, stop thinking and go in.” – Andrew Jackson

Time buffer: Psychology Today research indicates that a 90-second pause allows your amygdala response to settle.
Environment shift: Physical movement and location change alter your neural pathways.
Documentation practice: Write everything down. The act of writing engages different brain regions, promoting analytical thinking.
AI collaboration: Use AI as your emotional sparring partner. Studies show external processing reduces emotional reactivity by 31%.

Your digital wingman

“The next best thing to having a really good idea is to recognize a really good idea from someone else.” – Tim Ferriss

Modern protocols leverage AI for:

Draft responses that remove the emotional charge
Scenario planning and consequence mapping
Alternative perspective generation
Emotional pattern recognition

The integration timeline

According to the University of Michigan’s Resilience Lab, cementing a new response protocol takes 66 days. Start with one element, master it, and then expand.

Your protocol should feel like a well-worn path, not an emergency manual. Practice it during low-stakes situations. Let it become your default operating system.

The strongest leaders aren’t born with better pressure tolerance. They’ve built better pressure protocols.

Dodging praise

Nov 29, 2024

We squirm. We deflect. We diminish our light.

Someone says, “Brilliant presentation,” and we rush to say, “Oh, it was nothing.” They praise our outfit, and we point out a tiny flaw. They admire our achievements, and we credit luck.

Here’s the truth: Accepting praise isn’t arrogant – it’s respectful. When you deflect a compliment, you’re telling the giver their judgment isn’t valid. Their perspective doesn’t matter. Their appreciation is misplaced.

The next time someone offers praise, try this: Look them in the eye. Say “Thank you.” Period. Let their words land. Let yourself be seen.

Because accepting a compliment isn’t about you. It’s about honoring the person who chose to lift you up.

A moment of thanks

Nov 27, 2024

Thanksgiving stands alone in the American calendar. No gifts are required. Just gratitude.

Harvard’s research reveals something powerful: gratitude increases happiness by 40% for both the giver and the receiver. Yet on this special American Thursday, we often miss the invisible web that holds our celebrations together.

The gas station attendant working the night shift, the emergency responders hoping for a quiet day, the retail workers stealing moments with family before Black Friday descends, and the power plant operators keeping our lights bright—over 4 million essential workers, according to the Department of Labor, trade their holiday for our convenience.

Seth Godin shares a special Thanksgiving gift each year – The Thankgiving Reader. It’s become a cherished tradition for many, a moment to reflect on the ripples we create through simple acknowledgment.

And to you, kind reader, who takes precious minutes each day to pause and ponder these words – thank you. Your presence here creates a connection, a shared moment of reflection in our fast-moving world.

On this uniquely American holiday, before the festive chaos begins, we notice. We pause. We thank. Tomorrow’s rhythms will return. But today belongs to gratitude.

The one relationship to nurture

Nov 27, 2024

The most complex relationship you’ll ever have is with yourself. Most people spend years learning about others while barely scratching their surface.

“Know thyself” – Ancient Greek aphorism

Think of your inner landscape like an iceberg. What shows up in meetings, at dinner parties, in your everyday life? That’s just the tip. Beneath lies a universe of untapped potential, hidden patterns, and remarkable strengths.

Self-discovery isn’t selfish—it’s strategic. Understanding your triggers, talents, and truths improves every other relationship. It’s the master key that unlocks deeper connections everywhere else.

Your blindspots shape your story, your default responses create your reality, and your inner narrative drives every decision you make.

Here’s what matters: You’re not just the reader of your story – you’re the author.

Look in the mirror, often. That reflection holds mysteries waiting to be solved. Start there.

Clear goals or empty promises?

Nov 26, 2024

“What gets measured gets managed” – Peter Drucker wasn’t wrong. But what if we’re measuring the wrong things?

A Stanford study found that 87% of employees feel their performance reviews don’t capture their true contribution. It’s not just numbers – it’s narrative.

“Clarity is kindness” – Brené Brown

Research reveals that companies with clearly defined objectives see 40% higher employee engagement. Yet only 7% of employees fully understand their company’s business strategies and what’s expected of them.

Imagine a soccer game without goals. Players run, sweat, and pass—but to what end? That’s today’s workplace for many.

We’ve created elaborate systems to track progress toward undefined destinations, like building a GPS for a journey without a destination.

The solution isn’t another HR framework or quarterly check-in. It’s radical clarity.

Leaders who excel at this do three things: First, they vividly paint the destination. Second, they show each person their role in reaching it. Third, they measure what matters, not what’s convenient.

The most powerful question isn’t “How are we doing?” but “What are we doing this for?”

Without clarity of purpose, even perfect execution leads nowhere.

Wearing busy as success

Nov 25, 2024

“Life is really simple, but we insist on making it complicated.” – Confucius

We wear our busyness like a medal of honor. It’s the modern professional’s favorite humble brag. No time for lunch? Badge earned. Working weekends? Level up. Unanswered messages piling up? You must be crushing it.

But here’s the raw truth: Constant motion isn’t momentum.

Think about a top athlete. They don’t train 24/7. They build in recovery time. They know peak performance requires strategic rest. Yet in business, we’ve convinced ourselves that perpetual activity equals productivity.

You can spot the paradox: The busier we get, the less we achieve what truly matters. Deep work gets replaced by shallow tasks. Innovation gives way to reaction. Leadership morphs into firefighting.

That calendar packed with back-to-back meetings? It might be a smoke screen for avoiding the hard, important work. The endless email chains? Perhaps a shield against making tough decisions.

“The essence of strategy is choosing what not to do.” – Michael Porter

Your busyness isn’t a trophy. It might be a warning light on your dashboard, flashing red: Time to recalibrate.

The next time someone asks how you’re doing, resist the urge to say “busy.” Try “focused” instead. Let that single word shift become your first step toward genuine productivity.

When gifts lose their soul

Nov 24, 2024

The best gifts aren’t found on Amazon’s bestseller list. They whisper, “I see you,” without saying a word.

A gift stops being a gift when it becomes an obligation when it’s picked from a registry or bought because the calendar says so when it’s measured by its price tag instead of its meaning.

Think about the last time you gave something that made someone’s eyes light up. Not because it was expensive. Not because it was on their list. Not because it was an expectation or an obligation. But because it showed you noticed their passion for vintage cameras, remembered that story about their grandmother’s cookie recipe, or recognized their dream of learning to paint.

We’ve turned gifting into a transaction. Click, ship, done. But natural gifts carry a piece of the giver’s heart. They’re born from paying attention, collecting little moments throughout the year, and truly knowing someone.

Next time you’re about to hit “buy now” on that generic gift card, pause. Ask yourself: Am I fulfilling an obligation or sharing a piece of my attention?

The most meaningful presents often cost the least but carry the weight of thoughtfulness.

Burn the boats

Nov 23, 2024

“The path of least resistance leads to crooked rivers and crooked men.” – Henry David Thoreau

In the shadows of comfort lies our greatest enemy: the familiar past we cling to. It’s not just about change – it’s about liberation through deliberate abandonment.

Hernán Cortés didn’t just make a dramatic statement when he burned his ships in 1519. He rewired his entire team’s psychology. With no escape route, their minds shifted from “if” to “how.”

Apple didn’t become a $3 trillion company by clutching its legacy products. When they killed the iPod – their most successful product then – they weren’t just making space for the iPhone. They were torching the boats of yesterday’s success.

Fear whispers, “Keep a backup plan.” Courage demands you light the match.

Our brains are wired to preserve the status quo. It’s not just habit – it’s survival instinct gone corporate. But preservation is often the riskiest strategy.

The most dangerous comfort zone isn’t failure – it’s past success.

We face a stark choice: preserve the familiar or pursue the extraordinary. Your next breakthrough might require burning something comfortable to ashes.

The boats aren’t just vessels – they’re the familiar excuses, comfortable routines, and safe harbors that keep us anchored to mediocrity.

When leaders demand fealty

Nov 22, 2024

When a leader demands loyalty, they’ve already lost it.

Real loyalty, the kind that moves mountains and inspires greatness, can’t be commanded or coerced. It’s earned through trust, respect, and mutual commitment.

Harvard Business Review’s study of 3,200 leaders found that those prioritizing loyalty over competence saw 32% higher turnover rates. They created echo chambers of yes-men, stifling innovation and honest feedback.

“The more you tighten your grip, the more star systems will slip through your fingers.” – Princess Leia’s warning rings true in boardrooms as much as rebellions.

The most effective leaders, according to McKinsey’s research spanning 15 years and 15,000 organizations, focus instead on building psychological safety. They understand that loyalty follows naturally when people feel valued, heard, and empowered.

Think of loyalty like a garden. You can’t force flowers to bloom by yanking on their stems. You nurture the soil, provide water, and create conditions for growth.

Leaders who demand loyalty reveal their brittle foundation. Authentic leadership isn’t about controlling others but creating an environment where people choose to give their best.

If you feel the urge to demand loyalty, ask yourself what you’re really afraid of. The answer might transform your leadership.

In the moment

Nov 20, 2024

The medal hangs around your neck. The crowd roars. And you’re already thinking about tomorrow’s training.

We’re wired to chase the next peak before celebrating the mountain we just climbed.

Each day, boardrooms buzz with problem-solving while client wins collect dust. Teams sprint through successes like mile markers on an endless highway.

But here’s the paradox: Those who pause to absorb their victories accelerate faster than those who don’t.

The secret isn’t in the rushing. It’s in the relishing.

Take that moment. Feel the weight of what you’ve done. Let it sink into your bones.

Because when you acknowledge how far you’ve come, your brain logs it as proof of what you can do next.

The next peak will always be there. The question is: Who will climb it better – the person who learned from savoring their last summit or the one who never looked back?

Your next move can wait five minutes. This moment won’t.

Challenge your truth

Nov 19, 2024

You say you’re open-minded. But are you?

Most claim they welcome new perspectives. They don’t. They welcome confirmation.

We seek validation, not truth. It’s human nature – comfortable, predictable, safe. But greatness rarely emerges from safety.

Real growth happens at the edge of discomfort. When we dare to question our deepest convictions. When we invite the uncomfortable dialogue between what we believe and what might be.

The paradox? The more certain you are, the more you should question. The stronger your conviction, the more vital the challenge.

True innovators don’t just tolerate uncertainty – they chase it. They understand that breakthrough insights often hide in the spaces between what we know and what we fear to know.

Your beliefs are your foundation, not your ceiling. They’re meant to be built upon, not hidden behind.

Next time you face a challenging perspective, notice your first reaction. That instinctive defense? That’s where your growth begins.

Leadership isn’t about being right. It’s about being brave enough to be wrong.

Why leaders break mirrors

Nov 18, 2024

The temptation is magnetic. Point fingers. Fix others—control outcomes. Yet here you sit, gripping tightly to what’s already slipping through your fingers.

Every leader faces that 3 AM truth – the one that whispers: “Maybe the chaos out there reflects the storm in here.”

What if leadership isn’t about being the strongest voice in the room, but the steadiest presence? Not the one with all the answers, but the one brave enough to sit with the questions?

“Leadership is not about being in charge. Leadership is about taking care of those in your charge.” – Simon Sinek

While others shout, you have a different option. Stand still. Look inward. The world doesn’t need another noise maker. It needs lighthouses.

Your team doesn’t follow your words. They follow your center of gravity. When you’re grounded, they find their footing. When you’re authentic, they find their voice.

Tomorrow, before you rush to fix what’s broken out there, pause. Check your reflection. The most powerful change often starts in the quietest moment.

Leadership isn’t a title. It’s a choice to be the eye of the storm.

What needs to be said

Nov 17, 2024

Why do we leave the most important things left unsaid? Not the words of criticism or negativity.

What of those of warmth and kindness? Those of love and appreciation. We should share the words but don’t until it’s too late.

Make it your responsibility or live with that regret.

Trust: The ultimate currency

Nov 16, 2024

Trust isn’t given. It’s earned through consistent, deliberate actions. Recent data from Edelman’s Trust Barometer shows 63% of employees trust their direct manager, but only 52% trust their CEO.

“Trust is the glue of life. It’s the most essential ingredient in effective communication.” – Stephen R. Covey

The Currency of Authenticity

Actions eclipse words. Harvard Business Review research reveals companies with high trust levels are 2.5x more likely to be high-performing revenue organizations.

Breaking the Status Quo

When leaders admit mistakes, psychological safety increases by 76%, according to Google’s Project Aristotle study.

Your culture becomes what you consistently do, not what you occasionally say. Deloitte’s research shows organizations focused on trust-building behaviors experience 50% higher employee retention.

“In the end, we are our choices.” – Jean-Paul Sartre

The path to trust is unambiguous – it’s paved with consistent actions, fulfilled promises, and unwavering integrity. Each decision is either deposited or withheld from your trust account. The choice is yours.

Leadership: Your growth ceiling

Nov 15, 2024

Think you’re ready to scale your company? Look in the mirror first.

Being an all-star player doesn’t automatically make you a championship coach. Leadership expert Alex Snider emphasizes that personal growth is the ultimate business growth ceiling.

As Peter Drucker famously noted, “Leadership is not just doing things right; it’s doing the right things.”

The fundamental transformation happens when you:

Find your “zone of genius” – where talent meets passion
Master the art of delegation
Build psychological safety for your team
Foster cognitive diversity

Companies with diverse leadership teams are 33% more likely to outperform their peers in profitability.

Success leaves clues. Top-performing organizations share one common trait – leaders who never stop growing.

Your organization’s potential is directly proportional to your leadership capacity. As you evolve, so does your company. As you stagnate, so does everything else.

The path forward isn’t about working harder but growing faster. Your company’s future depends on your evolution.

When fast feels too slow

Nov 14, 2024

The rush to resolution often creates more extensive problems. Like a master chef reducing stock to intensify flavor, letting solutions simmer reveals hidden possibilities.

“The most complex conflicts require the most patient hearts.” – Nelson Mandela

Compromise isn’t weakness – it’s wisdom wearing work boots. When we pause to understand opposing views, we don’t just solve problems – we prevent future ones from taking root.

Think of it as compound interest for relationships. Small deposits of patience today yield exponential returns tomorrow.

The next time urgency whispers “now,” consider whether you’re confusing speed with progress. True forward momentum sometimes requires a deliberate backstep.

The death of deep experience

Nov 13, 2024

A Netflix scroll can’t replace the velvet seats of an old movie theater. The smell of popcorn. The collective gasp of a packed house. Studies show we remember experiences 40% more vividly when they engage multiple senses (Harvard Sensory Lab, 2023).

We’ve traded texture for taps—touch for swipes. The MIT Media Lab found that physical interactions create 2.3x stronger emotional connections than digital ones.

“In rushing to make everything instant, we’ve accidentally deleted the anticipation that makes moments magical.” – Brian Eno

When was the last time you felt the spine of an actual book? Or have you watched a film without checking your phone?

Beauty isn’t efficient. It’s not meant to be optimized. True beauty lives in imperfect moments, in waiting, in searching, in finding.

The future belongs to those who can still feel.

Rushing to blame

Nov 12, 2024

The easiest path is pointing fingers. The braver path is looking in the mirror.

83% of executives admit to witnessing blame-shifting in their organizations, yet only 2% believed they contributed to the problem.

Microsoft’s transformation under Satya Nadella shows another way. He replaced a blame culture with a growth mindset, leading to an over 200% stock increase over five years.

“Between stimulus and response, there is a space. In that space is our power to choose our response.” – Viktor Frankl

The real culprits often hide in plain sight:

Broken processes that nobody owns
Systems running on outdated assumptions
Training gaps disguised as performance issues
Fuzzy accountability chains
Leadership voids masked as team failures
Inadequate instruction and defined outcomes
Overlapping and broken functional roles and responsibilities

Organizations that look to improve their systems, processes, structure of accountability, and execution practices don’t just remove red tape – they eliminate entire categories of blame.

Next time you feel the urge to point fingers, pause. Ask what systems failed before asking who failed. The answer might be uncomfortable, but that’s where growth lives.

Leadership isn’t about finding fault. It’s about finding solutions.

Dig deep or stay stuck

Nov 11, 2024

The pattern is predictable. We attack symptoms, not sources. Like treating a fever while ignoring the infection.

A groundbreaking study shows that 70% of productivity issues are traced back to poor sleep quality. Not motivation. Not time management. Sleep.

You blame your diet for low energy. Then, blame energy for skipping workouts. Then, blame lack of exercise for poor sleep. The circle spins.

The deception of quick fixes

“The biggest mistake smart people make is looking for solutions before they’ve defined the problem.” – Peter Drucker

We love band-aids. They’re fast, visible, and feel like progress. But band-aids don’t heal infections.

Breaking the loop

Research from Stanford’s Behavior Design Lab reveals that changing one keystone habit has a fourfold greater impact than tackling multiple surface behaviors.

Your late-night screen time isn’t just about discipline. It’s about escape. From what?

Your procrastination isn’t about time management. It’s about fear. Of what?

Your perfectionism isn’t about standards. It’s about control. Over what?

The root reveals the route. When you find the actual source, transformation isn’t just possible – it’s inevitable.

Go deeper. The answer isn’t in another productivity app or morning routine. It’s in the courage to ask: “What am I really avoiding?”

Impact in color

Nov 10, 2024

The average child uses 6-8 colors in their drawings. Adults? Just 2-3.

Color researcher Karen Haller found that by age 15, we start defaulting to “safer” choices. Navy. Gray. Beige. The trinity of tiptoeing through life.

“Color is a power which directly influences the soul.” – Wassily Kandinsky

The Corporate Camouflage

A 2023 Pantone study revealed that 76% of Fortune 500 companies use blue in their logos. We’re collectively hiding in plain sight.

Breaking the Beige Barrier

The most innovative companies embrace bold colors. Google. Apple. Nike. They understand what children instinctively know – color creates emotion, emotion drives action.

Research from the University of British Columbia shows exposure to bright colors increases creative output by 44%.

The Cost of Conformity

We’re paying a price for our chromatic cowardice. Johns Hopkins neuroscientists found that adults who regularly interact with vibrant colors show heightened neural activity in regions associated with joy and novelty.

“The moment you choose to play it safe, you’ve chosen to play small.” – Seth Godin

The next time you reach for that gray shirt, ask yourself: Are you dressing for success or dressing for invisibility?

Your next bold move might just start with a bold color.

The seduction of half-truths

Nov 9, 2024

Reality check. Fragments of reality are not reality.

Opinions masquerade as facts.

We trade integrity for comfort, surrendering discernment at first glimpse.

The allure of belief trumps the discipline of questioning.

When the whole story emerges, we feign surprise.

Or perhaps we never wanted the truth.

Curiosity remains our compass, questioning our shield.

“The truth will set you free, but first it will make you miserable.” – James A. Garfield.

The success trap

Nov 8, 2024

The comfort zone is seductive. It whispers sweet nothings about stability while slowly stealing your edge.

According to research from Harvard Business School, 67% of high performers experience what researchers call “success syndrome,” a pattern in which past achievements begin to limit future growth.

The Golden Handcuffs

“The biggest risk is not taking any risk. In a world that’s changing quickly, the only strategy that is guaranteed to fail is not taking risks.” – Mark Zuckerberg

When you’ve built something valuable, the fear of losing it can paralyze you. A 2023 McKinsey study found that market leaders are 26% less likely to pursue disruptive innovation than challengers.

Breaking Free

“What got you here won’t get you there.” – Marshall Goldsmith

The path forward isn’t about abandoning your success – it’s about leveraging it. Research from Stanford’s Entrepreneurship Center shows that serial entrepreneurs who maintain a beginner’s mindset are 3x more likely to build multiple successful ventures.

Your success should be a springboard, not an anchor. The most dangerous moment isn’t when you’re struggling – it’s when you’re comfortable.

Tomorrow’s opportunities don’t care about yesterday’s achievements. The true mark of a leader isn’t maintaining position – it’s maintaining momentum.

Think less, do more

Nov 7, 2024

Your thoughts are writing checks your actions can’t cash.

We sit in conferences, devour books, and fill notebooks with brilliant ideas. Meanwhile, our to-do lists grow longer and our impact shrinks.

According to a study, 95% of people believe they are self-aware, but only 10-15% actually demonstrate it. This gap between perception and reality mirrors the chasm between our thoughts and actions.

“Between stimulus and response there is a space. In that space is our power to choose our response.” – Viktor Frankl

But here’s the twist: that space isn’t meant for endless contemplation. Research from the University of Pennsylvania shows that immediate action-takers achieve 63% more goals than those who over-analyze.

The magic happens when thought and action become dance partners, not rivals. Think enough to be strategic, but act fast enough to learn from reality.

Your next brilliant idea is worthless without the courage to test it in the real world.

Are we living beauty blind?

Nov 6, 2024

The vinyl crackles. Your fingertips dance across album covers. That’s physical beauty.

Remember Tower Records? Not just a store. A temple of discovery. Every Friday night, teenagers and music lovers gathered there, hunting for hidden gems, sharing recommendations, feeling the weight of albums in their hands.

“We’re creating a world where everything is available, but nothing is sacred.” – Dave Grohl.

The Death of Deep Experience

Digital Convenience vs. Analog Soul

We’ve traded texture for taps—touch for swipes. The MIT Media Lab found that physical interactions create 2.3x stronger emotional connections than digital ones.

“In rushing to make everything instant, we’ve accidentally deleted the anticipation that makes moments magical.” – Brian Eno

When was the last time you felt the spine of an actual book? Or have you watched a film without checking your phone?

Beauty isn’t efficient. It’s not meant to be optimized. True beauty lives in imperfect moments, in waiting, in searching, in finding.

The future belongs to those who can still feel.

Beyond the title

Nov 5, 2024

“Leadership is not about being in charge; it’s about taking care of those in your charge.”

This truth echoes through Jimmy Carter’s lifetime of service beyond the Oval Office. The title ‘President’ is merely borrowed, while our impact on others is forever owned.

Beyond your comfort zone

Nov 4, 2024

The status quo is a seductive trap. It whispers sweet nothings about safety and predictability while stealing our growth potential.

According to McKinsey’s research, 70% of change initiatives fail because people default to familiar patterns, even when those patterns hurt them.

“The cave you fear to enter holds the treasure you seek.” – Joseph Campbell.

The status quo isn’t just a choice – it’s a costly illusion. Every day, we choose not to change, and innovation dies quietly. Every moment we stay comfortable, opportunities slip away silently.

Think of Kodak, who owned digital photography patents but clung to film. Their comfort zone became their coffin.

Stanford psychologist Carol Dweck found that people who embrace challenges consistently outperform those who stick to familiar territory – by margins of 40% or more.

The status quo isn’t a safe harbor – it’s a slow leak in your ship.

Your next breakthrough lives on the other side of what feels comfortable today.

The happiness switch

Nov 3, 2024

Mo Gawdat’s formula (Happiness = Reality – Expectations) becomes actionable in seconds: Notice negative thoughts, pause, consciously replace them with what’s working. That’s it.

Life’s greatest illusion? That happiness requires complex solutions. The science backs this up – Harvard’s 75-year happiness study reveals it’s our perception, not circumstances, that shapes joy.

Start here: When a negative thought hits, say, “Thank you, brain, for trying to protect me.” Then, choose a better thought. This neuroplasticity trick, studied at Stanford, literally rewires your brain.

The math is simple: Two minutes to notice—one minute to shift. Share with two people.

According to Nicholas Christakis’s landmark study, happiness spreads through networks up to three degrees of separation. Your choice affects not just you but potentially 1,000 others.

Your move. Will you share this with two others, or not?

Choose your reality

Nov 2, 2024

The choice is stark. Optimist or pessimist. “Realist” is often a shield for those unwilling to embrace hope.

Research from Martin Seligman’s groundbreaking study showed optimists outsell pessimists by 56% and are 7 times more likely to be promoted. They even live longer – up to 15% longer according to Mayo Clinic research.

Our Negative Blueprint

“The human mind is like Velcro for negative experiences but Teflon for positive ones” – Rick Hanson

Evolution wired us to spot threats. The Gottman Institute’s research reveals we typically need five positive experiences to counteract one negative one. Our ancestors survived by anticipating danger, not opportunity.

Rewiring for Success

“Optimism is the faith that leads to achievement” – Helen Keller

Think of optimism as a muscle. Here’s your training plan:

Start each day listing three potential wins
Reframe setbacks as temporary and specific
Celebrate small victories deliberately
Practice gratitude daily

The world’s most successful leaders – from Elon Musk to Sara Blakely – credit optimism as their secret weapon. Studies show optimistic CEOs complete more deals and achieve better outcomes.

An optimistic outlook isn’t about ignoring reality. It’s about choosing which reality you want to create.

When control is no longer

Nov 1, 2024

Controlling environments are like cages built with good intentions. We design them to create predictability, reduce errors, and streamline decisions. But what grows in a cage?

According to Steve Magness, author of “Do Hard Things,” control-based environments create “fake toughness” – a facade of strength that crumbles under real pressure.

The Science of Suffocation

A study by the Harvard Business Review found that organizations with rigid control systems experience 41% less innovation than their more flexible counterparts.

Think about that. In trying to prevent failure, we’re preventing success.

The Fear Factor

When failure isn’t an option, neither is greatness. Teams operating under strict control show:

Decreased creativity
Lower risk tolerance
Reduced initiative
Increased stress levels
Higher turnover rates

As Brené Brown notes, “Vulnerability is not winning or losing; it’s having the courage to show up and be seen when we have no control over the outcome.”

Breaking Free

The alternative? Create what Magness calls “real toughness” – an environment where:

Mistakes are learning opportunities
Innovation is celebrated
Risk-taking is encouraged
Failure is part of growth
Trust replaces control

A Google study on team effectiveness revealed that psychological safety – taking risks without fear of punishment – was the number one predictor of team success.

Your rigid structure might feel safe, but it’s safety at the cost of greatness. True excellence requires space to fail, learn, and grow.

Build guardrails, not cages. Your team’s potential depends on it.

The masquerade of change

Oct 31, 2024

Change isn’t a costume party. It’s surgery on the soul.

Every October, millions dress up, pretending to be someone else. The global costume industry rakes in $11 billion annually, proving how much we love temporary transformations.

But real change? That’s different.

The Mirror Doesn’t Lie

“What got you here won’t get you there.” – Marshall Goldsmith

Research from Harvard Business School shows 70% of organizational change initiatives fail. Not because of poor strategy but because of human resistance. We cling to our familiar selves like a security blanket.

Beyond the Surface Swap

Stanford psychologist Carol Dweck discovered that people who believe their abilities can be developed (growth mindset) outperform those who feel their talents are fixed by 32%.

The caterpillar doesn’t just zip on wings. It dissolves completely before becoming a butterfly.

The Price of Evolution

Real transformation costs something. McKinsey reports that companies succeeding at large-scale change are 8x more likely to sacrifice sacred cows.

You must burn the boats of your former self.

The next time you think about change, don’t reach for a mask. Reach deeper. Your next level isn’t hiding in a costume shop – it’s waiting in the courage to dissolve and rebuild.

When willpower fails you

Oct 30, 2024

You’ve been there. I most definitely have. New Year’s resolutions were abandoned by February. Fitness goals derailed by donuts. Work projects procrastinated until the eleventh hour. Each time, you’ve blamed your lack of willpower. Possibly willpower isn’t the hero you thought it was?

Benjamin Hardy, organizational psychologist, and bestselling author drops a truth bomb: willpower is a fickle friend. It’s not an infinite resource but a muscle that fatigues faster than you can say, “Just one more cookie.”

A study in the Journal of Personality and Social Psychology found that our self-control deteriorates throughout the day. By evening, we’re more likely to binge-watch Netflix than want to exercise. Sound familiar?

So, what’s the secret sauce of sustainable change?

Environment is king: Surround yourself with success cues.
Habits trump heroics: Small, consistent actions beat sporadic bursts of motivation.
Systems over struggle: Design your life to make good choices the default.

As James Clear quips, “You do not rise to the level of your goals. You fall to the level of your systems.”

We should cease white-knuckling our way through change and instead start designing a life where willpower is a bonus, not a crutch. It begins with a few simple steps: creating an environment for you to flourish, developing a practice within which you can thrive, and altering patterns of habits that make it all second nature.

Our potential for transformation is limitless. It’s a matter of what do you want and what do you choose. One thing we should do is stop relying on willpower and instead start outsmarting it.

When to cut your losses

Oct 29, 2024

The $1.7 million trap started with a promise. A successful restaurateur, educated at Wharton, gave away her empire piece by piece. Not to a sophisticated con artist, but to an obvious fraudster who couldn’t even keep his story straight.

The gravitational pull of past investment

“The more we invest in something, the harder it becomes to abandon it.” – Daniel Kahneman

McKinsey research shows 85% of executives stay committed to failing projects long after evidence suggests they should quit. We’re hardwired to protect our investments, even when they’re clearly lost.

Beyond money: The identity cost

“The escalation of commitment to a failing course of action is one of the most robust and costly decision errors.” – Barry Staw, UC Berkeley

It’s not just about dollars. A 2019 Harvard Business Review study found that professionals stay in unfulfilling roles 61% longer when they’ve invested in specialized training or education.

Breaking Free

The Sunk Cost Fallacy isn’t just about bad investments. It’s about the stories we tell ourselves. That gym membership you never use. The degree program that no longer serves your goals. The relationship that drains your energy.

The next time you catch yourself saying “I’ve already invested so much,” ask instead: “If I were starting fresh today, would I make this same choice?” That decision may just unleash a whole new set of opportunities.

Your past investment isn’t a reason to keep investing. It’s just data..

The art of deliberate practice

Oct 28, 2024

The paradox of perfection

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” – Aristotle

The perfect loaf of bread doesn’t exist. Neither does the perfect presentation, strategy, or product launch. What exists is the relentless pursuit of better. During the pandemic, my sourdough journey began with dense, brick-like loaves that barely resembled bread. Today, they’re Instagram-worthy. The difference? Not talent. Not luck. Just 1,460 days of deliberate practice.

The three pillars of craft

“The master has failed more times than the beginner has even tried.” – Stephen McCranie

Embrace beautiful failures – Studies from the University of California show that experts spend 24% more time analyzing their failures than novices. Every collapsed loaf taught me more than the perfect ones.
Systems over goals – Research published in “Psychological Review” reveals that progress comes from focusing on systems rather than outcomes. My breakthrough came when I stopped chasing the perfect loaf and started understanding fermentation science.
Environmental adaptation – A 2022 study in Nature demonstrated that experts in any field share one trait: adaptability. Humidity, temperature, flour quality – variables constantly change. Excellence lies in adjusting, not controlling.

The craftsman’s code

“In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.” – Eric Hoffer

Peak performance researchers at the Flow Research Collective found that masters spend 3-5x more time in deliberate practice than their peers. But here’s what they don’t tell you: it’s not about the hours. It’s about the mindset.

You already have a craft. Whether you’re coding, selling, leasing, or creating – you’re building something. The question isn’t whether you’ll put in the hours. You will. The question is whether those hours will compound or merely accumulate.

Your next project, presentation, or product isn’t just work—it’s practice. How you approach it will determine whether you’re crafting excellence or just passing time.

Excellence isn’t a destination. It’s a practice.

Tomorrow morning, I’ll be back in my kitchen, starting another loaf—not because I need to, but because that’s what craftsmen do.

See what you want?

Oct 27, 2024

We all do it. Cherry-pick data that supports our beliefs. Dismiss evidence that challenges our views. It’s not just human nature – it’s confirmation bias in action.

The Stakes Are Real

A Yale study found that 76% of business decisions are influenced by confirmation bias, leading to costly mistakes and missed opportunities.

As Warren Buffett notes, “What humans are best at is interpreting all new information so that their prior conclusions remain intact.”

A very real example is unfolding in US politics as we near the elections. We all have preconceived ideas about the presidential candidates and seek to confirm our beliefs that we do not entertain new or contrary information regarding either candidate. And that is how most people will likely vote.

The Bias Battlefield

This cognitive blind spot shows up everywhere:

Hiring decisions favoring candidates who mirror our background
Project evaluations highlighting successes while minimizing red flags
Strategic planning that reinforces existing assumptions
Performance reviews colored by first impressions
Product and program continuance beyond their viable value

Like Agent Kujan in “The Usual Suspects,” we see what we want to see, often missing the truth hiding in plain sight.

Breaking Free

Here are three potent counter-strategies:

Actively seek contradictory evidence
Assign a team member to play devil’s advocate
Document decisions and brutally challenge assumptions regularly

The Cost of Comfort

Confirmation bias exists because it’s comfortable. It reduces cognitive dissonance and simplifies our complex world. But in business, comfort often comes at the cost of innovation and growth.

As psychologist Daniel Kahneman observes, “We can be blind to the obvious, and we are also blind to our blindness.”

Similarly, this same bias is often a limiting factor in our growth and progression. We hold ourselves back from taking on new challenges and setting new ceilings because we are limited by our view of our capabilities and prior performance. ‘I cannot do that.’ Whoever achieved great things with that mindset?

“The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.” Michelangelo

Your next big decision deserves better than your brain’s default settings. Challenge your assumptions, seek opposing views, and embrace the discomfort of uncertainty.

The truth often lies in the data you’re trying your hardest to ignore.

The Crux

Oct 26, 2024

Every mountain has its crux – that make-or-break moment where success or failure hangs in the balance.

Identifying your crux is the difference between breakthroughs and breakdowns in business and life. Richard Rumelt explains in “The Crux” that we often focus on symptoms while ignoring the core challenge blocking our path.

A Harvard Business Review study found that 67% of strategic initiatives fail not because of a lack of effort but because of misidentifying the critical challenge.

Your crux might be:

– A mindset holding you back

– A skill gap you’re avoiding

– A conversation you’re postponing

– A decision you’re delaying

As mountaineer Ed Viesturs said, “Getting to the top is optional. Getting down is mandatory.” Knowing your crux helps you choose which mountains to climb.

What is the difference between good and great? Good focuses on doing more, while great focuses on removing the one thing standing in the way.

Your next breakthrough awaits on the other side of your crux. The only question is: Will you face it?

Your path forward isn’t about adding more – it’s about identifying and conquering your critical challenge.

Do you know what yours is?

Death of status meetings

Oct 25, 2024

The dreaded Monday morning status meeting: Teams robotically report updates, minds drifting to cold coffee and unanswered emails. It’s not just boring—it’s toxic.

Keith Ferrazzi’s research shows that traditional report-out meetings reinforce silos and stifle collaboration. Instead, he advocates for “co-elevation” – where teams bring challenges, not just updates.

A Harvard Business Review study found that collaborative problem-solving meetings yield 67% better solutions than simple status updates.

While organizations should focus on prioritizing work and clarifying the direction being taken and the efforts required, finding the time for true connection is helpful. We often talk about issues yet rarely address our own issues, which are fundamentally holding us back.

The key? Vulnerability breeds trust. Trust breeds innovation. Innovation breeds success.

Bring in personal discussion and allow individuals to share fears and personal challenges. Your next Monday meeting could be a catalyst for transformation, not a countdown to lunch.

Double standard trap

Oct 24, 2024

It’s fascinating how our standards morph when roles reverse. We demand excellence from others yet grant ourselves generous wiggle room.

Studies have found that over 75% of managers hold their teams to higher standards than they hold themselves.

Maya Angelou wisely noted, “When someone shows you who they are, believe them the first time.” Perhaps it’s time we showed ourselves who we indeed are.

The standards we set for others reflect our potential. The standards we set for ourselves reveal our character.

Next time you ease your expectations, pause. Your double standard is showing.

The mirage of the finish line

Oct 23, 2024

We’re often fixated on the finish line—that big, hairy, audacious goal. Yet that focus can be overwhelming for individuals and teams alike.

It is fairly standard practice for ultra-distance runners not to focus on the finish line as they compete but rather to select short visible milestones that they run toward and then select the next milestone once that one is attained. While the race and course are set out, the mind is focused on what you can see now.

Thinking too far ahead can be overwhelming and daunting. Attainable milestones are inspiring.

Yvon Chouinard, the founder of Patagonia, emphasizes, “The more you know, the less you need.” Rather than rapid growth, this philosophy of continuous improvement and sustainability has built a billion-dollar brand with a cult following.

Neuroscientist Andrew Huberman calls our tendency to devalue future rewards “Temporal Discounting.” It’s why companies often opt for short-term gains over long-term growth.

The solution? Focus on daily metrics. As management guru Peter Drucker said, “What gets measured gets managed.”

Implement a system where teams:

Set daily, achievable goals
Track progress consistently
Celebrate small wins

This approach combats the “We’ll start next quarter” syndrome and keeps teams engaged and motivated.

Great companies aren’t built overnight. It’s the daily commitment to quality and values that creates lasting success. The same principle applies to individuals. Don’t set yourself up for failure.

Are you chasing a mirage or building your success one day at a time?

The accounatbility advantage

Oct 22, 2024

In business, as in fitness, going solo often leads to stagnation. We all fall prey to dwindling motivation at some point, and interestingly, this can be easily overcome. Accountability will always help..

Even small stakes can drive big results. A study by the American Society of Training and Development found that people are 65% likely to complete a goal if they commit to someone. That number jumps to 95% with specific accountability appointments. This is not complicated. Share the objective, set a measurable goal, and then track it daily with a partner. Often, the mere fact that you are tracking will ignite your motivation. Check, done, and move on.

Individuals who set defined, measurable goals are overwhelmingly far more successful. Those who share them with others, even more so. Who wants to be the person who always falls short?

Some organizations will implement a peer accountability system, which studies have shown can result in a 30% increase in measurable success.

As leadership expert John C. Maxwell says, “Teamwork makes the dream work.”

To boost accountability:

Set clear, shared goals
Implement regular check-ins
Celebrate collective wins

Accountability isn’t about policing – it’s about empowering.

What personal goals are you sharing, and with whom?

Success: Measured or imagined

Oct 21, 2024

What’s your yardstick for success? Measurable metrics? Client feedback? Financial data? Or just a vague feeling of accomplishment?

Not all information is created equal. Relying on gut feelings without tangible benchmarks is a recipe for underperformance.

On average, companies using data-driven decision-making are more productive and profitable than their competitors.

Prioritize current, updated data. Make your success measurable, not just imaginable.

Face the numbers. Your true performance might surprise you.

Dolphins can kill sharks

Oct 20, 2024

Dolphins killing sharks sounds like a plot twist in a B-movie, but it’s nature’s reality. These gentle mammals, when threatened, can deliver a lethal blow to their predators, especially when working together.

Kindness in business and life works the same way. It’s not weakness; it’s strength in disguise.

The facts support this: Organizations promoting a culture of kindness saw a 12% increase in productivity and a 31% decrease in employee turnover.

Kindness isn’t just about being nice. It’s about:

Active listening when it’s easier to interrupt
Offering help when you’re swamped yourself
Giving credit even when you crave recognition
Providing constructive feedback instead of criticism

As the Dalai Lama said, “Be kind whenever possible. It is always possible.”

Kindness is most potent when it’s hardest to give. That’s when it transforms relationships, diffuses conflicts, and opens doors.

Like the dolphin, your kindness can be a formidable force. It can disarm critics, win allies, and conquer challenges.

In a world that often celebrates aggression, be the unexpected victor. Be kind.

Identity: The ultimate illusion

Oct 19, 2024

Who are you, really? There are times when we look beyond the superficial; the question is not only intriguing but also somewhat complex.

Strip away the titles, the roles, the accomplishments, the expectations. What’s left? Are these the elements that define us?

We cling to identities like lifejackets in the turbulent sea of existence. But what if these identities are more fluid than we think?

Giving thought to this can be revealing and intriguing. Set aside a little time and give it a try. Reflect and journal a little.

The Chameleon Self

“I am not who you think I am; I am not who I think I am; I am who I think you think I am.” – Thomas Cooley.

Research shows that we present multiple “selves” in different contexts. The ‘you’ at work might vastly differ from the ‘you’ with family. Kids learn this very early.

But which one is the real you?

The Environmental Factor

Your environment shapes you more than you might realize. A study in the Journal of Personality and Social Psychology found that people’s personalities change significantly when they move to new cultural environments.

How has your environment changed? Are you the same person you were five years ago? Will you be the same person five years from now? What changes can you affect in your environment?

The Permanent Impermanence

Here’s a mind-bender: Every cell in your body replaces itself over time. Physically, you’re not the same person you were seven years ago.

If your body isn’t permanent, why should your identity be? Some would argue that it is not.

The Quest for Authenticity

So, how do you find your “true” self in this shifting landscape?

Start by questioning everything: your beliefs, habits, and reactions. Are they truly yours or inherited from others? You talk of being your own person. Are you?

Engage in new experiences. Travel. Learn. Challenge yourself. Each new experience is a brush stroke on the canvas of your identity. When was the last experience that altered who you are? What changes did you recognize, and which ones did you identify with?

Practice mindfulness. Observe your thoughts and reactions without judgment. You might be surprised by what you discover.

Your identity isn’t a fixed point but a journey of constant discovery. Embrace the uncertainty. Revel in the exploration.

After all, the most exciting question isn’t “Who am I?” but “Who could I become?”

Conquering self sabotage

Oct 18, 2024

The Paradox of Inaction

“We first make our habits, and then our habits make us.” – John Dryden

You know that daily exercise will boost your health. You’re aware that saving money will secure your future. Yet, you find yourself binge-watching Netflix and impulse shopping.

Why do we struggle to do what’s best for us?

The Tyranny of Now

Our brains are wired for instant gratification. A Journal of Consumer Research study found that people consistently choose smaller, immediate rewards over larger, delayed ones.

This “temporal discounting” explains why that slice of cake wins over the promise of future health.

The Comfort of Familiarity

“The chains of habit are too weak to be felt until they are too strong to be broken.” – Samuel Johnson

Habits are neural superhighways. Creating new ones is like carving a path through a dense jungle.

A European Journal of Social Psychology study found it takes an average of 66 days to form a new habit. No wonder change feels so hard.

Strategies for Overcoming Resistance

Break it down: Turn big goals into tiny, manageable steps.
Environment matters: Surround yourself with cues that support your goals.
Implementation intentions: Use “If-Then” planning to automate decisions.
Mindfulness: Observe your resistance without judgment.
Celebrate small wins: Every step forward deserves recognition.

The Power of Purpose

Connect your actions to your core values. A Personality and Social Psychology Bulletin study found that people who linked their goals to their values were more likely to achieve them.

Your resistance isn’t a sign of weakness. It’s a natural part of being human. Understanding it is the first step to overcoming it.

The next time you feel that internal pushback, pause. Ask yourself, “What am I really resisting?” Your answer might surprise you – and propel you forward.

Begin at the end

Oct 17, 2024

Deciphering your notes shouldn’t feel like cracking an ancient code. Yet, here we are, squinting at scribbles from yesterday.

Why take notes if they’re indecipherable later?

This isn’t just about writing. It’s about explanations, directions, and plans. We often communicate without considering the end-user – our future selves or others.

As Stephen Covey said, “Begin with the end in mind.”

A study in the Journal of Educational Psychology found that students who outlined their desired outcomes retained 29% more information before taking notes.

Start with your goal. Let it shape your input. Your future self will thank you.

Get to know yourself

Oct 16, 2024

Your personality is both the thread and the pattern in human interactions. It’s what makes you uniquely you, but it can also be a potential trap for misunderstanding and conflict.

Dr. Benjamin Hardy, in his groundbreaking work on personality, argues that our traits are not fixed, but fluid. “Your personality isn’t permanent,” he states, challenging the notion that we’re bound by our innate characteristics.

Consider Zappos, the online shoe retailer. Their founder, Tony Hsieh, recognized that his introverted nature could be both a strength (in strategic thinking) and a weakness (in team communication). Instead of fighting it, he built a company culture that complemented his personality, emphasizing written communication and empowering extroverted team members to lead social initiatives.

Your personality traits are like a Swiss Army knife – versatile tools that can either help or hinder depending on how you use them. Your attention to detail could be precision or perfectionism. Your confidence could be inspiring or overbearing.

So, how do we harness our personality effectively?

Self-reflection: Regularly assess your behaviors and their impacts.
Seek feedback: Others often see what we can’t in ourselves.
Adapt, don’t change: Flex your traits to fit situations; don’t try to be someone else.
Embrace growth: Your personality can evolve. Nurture positive traits.

As Carl Jung noted, “Until you make the unconscious conscious, it will direct your life, and you will call it fate.”

Take control of your personality narrative. The first step is knowing yourself—truly, deeply, and honestly. A little self-reflection never hurts, as you discover the pitfalls rather than others talking about them.

Whose bags do you carry?

Oct 15, 2024

In most interactions, we often find ourselves entangled in the threads of others’ problems. It’s a curious phenomenon – how someone else’s grievance can suddenly become our burden, and soon enough, we are snared.

The ancient philosopher Epictetus wisely noted, “It’s not what happens to you, but how you react to it that matters.”

We inadvertently take on their emotional baggage when we engage with someone’s negative attitude or grievance. But do we not have enough of our daily struggles?

Here are some strategies to maintain balance:

Practice mindful detachment: Acknowledge others’ feelings without absorbing them.
Set clear boundaries: Learn to say no when necessary. \
Use the “Not my circus, not my monkeys” approach: Recognize when a problem isn’t yours to solve.
Implement the ‘Grey Rock’ method: Become uninteresting to toxic individuals by responding neutrally.

As the Dalai Lama suggests, “If you can, help others; if you cannot do that, at least do not harm them.”

This does not suggest becoming callous or indifferent. Instead, we can maintain healthy boundaries and preserve our mental energy for the battles that truly matter.

Choose wisely which burdens to carry. If your burdens are those of others, your life is good or you may need to start living your own life more. After all, theirs is already taken, and it is rather sticky.

The wrong outfit

Oct 14, 2024

We’ve all experienced it – that outfit that doesn’t feel right, no matter how others praise it. The discomfort lingers until we change into something that feels authentically us.

This same unease exists with tasks and initiatives we undertake. Some resonate, and we tackle them with gusto. Others drag on, regardless of their simplicity or our desire to complete them.

As Maya Angelou wisely said, “When you know better, you do better.”

A Gallup study found that employees who use their strengths daily are 8% more productive and 15% less likely to quit their jobs.

If a task feels like a misfit, consider why. It might be change beckoning, urging you towards realignment.

Your discomfort isn’t just noise—it’s valuable feedback. Listen to it and act on it. Your most authentic and productive self awaits.

Focus: The art of saying ‘No’

Oct 13, 2024

The entrepreneurial mind is a bustling marketplace of ideas, opportunities, and tasks. It can be exhilarating, but it can also be paralyzing.

The secret to finding focus isn’t in deciding what to do. It’s in choosing what to say no to.

As Steve Jobs famously said, “Innovation is saying no to 1,000 things.”

A study by the Harvard Business Review found that executives who actively practiced saying no were 24% more likely to achieve their goals.

Shedding the unnecessary isn’t just decluttering; it’s strategic pruning. With each ‘no,’ your true priorities emerge more clearly.

Focus isn’t about doing more. It’s about doing less but better.

Your next big breakthrough might not be in what you start but in what you stop.

What are you saying ‘No’ to?

Get comfortable with it, and watch how time suddenly appears and opportunity unfolds.

Lost in flow

Oct 12, 2024

Flow. That magical state where time seems to stand still, and you’re completely absorbed in what you’re doing. It’s not just a buzzword; it’s a psychological phenomenon that can transform your work and life.

Mihaly Csikszentmihalyi, the psychologist who coined the term, describes flow as “being completely involved in an activity for its own sake. The ego falls away. Time flies. Every action, movement, and thought follows inevitably from the previous one, like playing jazz.”

But flow isn’t just about feeling good. A McKinsey study found that executives in a flow state were five times more productive than usual.

How do you know you’re in flow? You lose track of time, and self-consciousness disappears. You’re fully present and deeply focused.

And it’s not just for work. Flow can happen while painting, playing music, or even during a great conversation.

To create an environment for flow:

Choose challenging but manageable tasks
Minimize distractions
Set clear goals
Seek immediate feedback

As Steven Kotler puts it, “Flow follows focus. The state shows up when all of our attention is focused in the present moment.”

Cultivate flow, and watch your performance – and satisfaction – soar.

Clarity breeds excellence

Oct 11, 2024

Isn’t it fascinating how we quickly learn to give AI clear, specific, cogent, and concise instructions for better outcomes? Garbage in, garbage out, as they say.

But this principle isn’t exclusive to AI. It applies to human interactions too.

When we’re clear and take time to consider what we want, the results often align more closely with our expectations.

As management guru Peter Drucker once said, “The most important thing in communication is hearing what isn’t said.”

A study by the Project Management Institute found that clear communication can improve project success rates by up to 50%.

Whether you’re dealing with AI or humans, clarity is key. Take the time to articulate your thoughts and expectations precisely.

The quality of your input directly influences the quality of your output. Make every interaction count.

Whose clock?

Oct 10, 2024

Time is finite yet strangely elastic. For some, it’s a precision tool; for others, it’s a vague suggestion.

In Formula 1, a millisecond can mean victory or defeat. In creative fields, time often bows to the muse’s whims.

But in teamwork, misaligned time perceptions can spell disaster. Projects drag on, deadlines blur, frustration mounts.

As physicist Carlo Rovelli notes, “Time is a multilayered concept.” In business, it’s a critical layer often overlooked.

Clear time expectations aren’t just about punctuality. They’re about respect, efficiency, and shared vision.

Next time you agree on a task, don’t just define the ‘what’; nail down the ‘when’. Your team’s success might depend on it.

Time waits for no one. Make sure everyone on your team is reading the same clock.

Brilliance: Your unfair advantage

Oct 9, 2024

The Conformity Trap

“Be yourself; everyone else is already taken.” – Oscar Wilde

A sea of sameness surrounds us. Organizations, desperate for success, often resort to mimicking their competitors. It’s the corporate equivalent of wearing the same outfit to prom – safe but forgettable.

This conformity trap is alluring. It feels secure to follow the crowd and adopt the “best practices” everyone else uses. But in doing so, we risk becoming invisible, just another face in the corporate crowd.

Think about it. How many companies in your industry have nearly identical mission statements? How many use the same jargon, the same marketing tactics, the same strategies? In trying to keep up with everyone else, they’ve lost what makes them special.

The Uniqueness Solution

“Be so good they can’t ignore you.” – Cal Newport

Cal Newport’s advice isn’t just catchy – it’s a survival strategy in today’s cutthroat market. Being good isn’t enough anymore. You need to be uniquely, memorably, undeniably good.

A McKinsey study found that companies with strong, distinctive identities outperformed their peers by 25% over a 15-year period. That’s not just a slight edge—it’s a game-changing advantage.

But uniqueness isn’t about being different for the sake of being different. It’s about identifying what makes your organization special and leaning into it hard.

Diving Deep

“If you are not embarrassed by the first version of your product, you’ve launched too late.” – Reid Hoffman

Uniqueness isn’t about surface-level differentiation. It’s about diving deep into your core competencies, values, and vision. It’s about understanding what you do better than anyone else and pushing that to the limits.

This might mean taking risks, releasing products or ideas that aren’t fully polished, or even taking risks. But that’s okay. In fact, it’s necessary. In the pursuit of uniqueness, perfection is often the enemy of progress.

Consider companies like Apple or Tesla. They didn’t become industry leaders by playing it safe. They took big swings, pushed boundaries, and weren’t afraid to stand out from the crowd.

Cultivating Your Uniqueness

Where does your organization’s uniqueness lie? Is it in your approach to customer service, your innovative product design, or your commitment to sustainability?

Finding your unique brilliance isn’t always easy. It requires deep introspection, honest feedback, and sometimes, painful self-assessment. But it’s worth it.

Start by asking tough questions. What do you do better than anyone else? What values drive your organization? What would your customers miss most if you disappeared tomorrow?

Once you’ve identified your unique strengths, amplify them. Build your strategies around them. Let them guide your decision-making and inform your company culture.

In a world of followers, be a trendsetter. Where others are copycats, be an original. Be so brilliant they can’t ignore you. Because in the end, your uniqueness isn’t just your competitive advantage – it’s your legacy.

The definitive list

Oct 8, 2024

We’re bombarded with “definitive” lists: Top 10 Habits of Successful People, 5 Must-Do Steps for Career Growth, The Ultimate Guide to… well, everything. These articles provoke thought and offer clarity, but should we accept them as gospel?

Even research-based articles are synthesized through someone else’s perspective. They may not align with your unique journey, timing, or circumstances.

As Ralph Waldo Emerson wisely noted, “Do not go where the path may lead, go instead where there is no path and leave a trail.”

While these lists can be helpful starting points, true growth comes from critical evaluation. Assess what resonates with you. Adapt what fits. Refine what needs tweaking. Eliminate what doesn’t apply.

Your path is unique. Your “definitive list” should be too. Don’t just consume advice – curate it. Shape it to fit your life, your goals, your reality.

The most powerful list isn’t the one you read. It’s the one you create for yourself.

Illuminating dark alleys

Oct 7, 2024

How does the thought of walking through a dark, unknown alley make you feel? Now imagine yourself as someone completely different, walking through that alley. A different age, race, gender, or physical disposition. In all likelihood, the experience would be very different.

Yet, each day, in even the simplest encounters, we often think only of how we feel in a situation, usually disregarding anyone else’s feelings or circumstances.

We all experience metaphorical dark alleys daily. With more awareness and empathy, we can help shine a light for others as they walk. Soon enough, others will do the same for us.

As Maya Angelou wisely said, “I think we all have empathy. We may not have enough courage to display it.”

Cultivate the courage to illuminate the path for others, creating a brighter world for all.

Snowball effects

Oct 6, 2024

Have you ever taken on something big? How did it feel to achieve it? Even if you fell short, you likely took big steps. The power of big achievements extends far beyond the moment of triumph. Each success, no matter how small, builds our competence and confidence to take on more. It’s a snowball effect, gathering momentum as it rolls.

James Clear, author of “Atomic Habits,” eloquently states, “Every action you take is a vote for the type of person you wish to become.”

These “votes” compound over time. The lessons we learn, the skills we gain, and the resilience we build from each achievement become the foundation for future successes.

Think of it as a muscle. The more you exercise it, the stronger it becomes. Similarly, the more you achieve, the more capable you become of achieving even greater things.

Embrace achievements, big and small. Recognize the growth they represent. They can fuel ambition and expand horizons. Your next big achievement is built on the back of countless smaller ones. What are you stacking?

Personal evolution

Oct 5, 2024

One thing we can be assured of is change. It’s occurring constantly, in all facets, and rapidly. Little is standing still. Think about your own progression. Where were you a year ago versus today? Where is your organization today compared to a year ago?

If you notice little change, you may either be unaware, part of a stagnating organization and personal being, or, worse, have deliberately chosen to remain where you are today.

If you see progress, you’re mindful and likely making change happen. Consider the trends in our everyday lives: AI, social media, transportation, food service, etc. Constant change is the norm. Those who remain mired often become obsolete.

As Charles Darwin observed, “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.”

Something will change – either your surroundings or you. Preferably both.

Your personal evolution is not just about surviving in a changing world. It’s about thriving, leading, and shaping the world around you.

Where will you choose to adapt and change to thrive?

My way: the silent saboteur

Oct 4, 2024

Inevitably, we believe that the way we do most things is the best way. How often do you find that the work of others does not meet your expectations and specifications?

Less than perfect is a standard we unknowingly set when we expect it ‘my way.’ Since our expectations are largely unknown to others, how do we expect perfection? Similarly, doing it your way is, yes, your way, and not necessarily the better way.

When we take the time to recognize the effort and seek to understand others’ thought processes, we often find learning opportunities for ourselves and possibly them. And with that comes surprise.

My way is wonderful if you have completely shared your entire train of thought and process with them. If all parameters are explicitly detailed and shared.

Yet it rarely is. Don’t become enamored with your way, for all too soon, you will be doing it all anyway, and that is no way to grow.

Be clear, get out of the way, and support the process to achieve the desired outcome, even if it may not be your way.

The 90-day joy challenge

Oct 2, 2024

Who does not want to feel more fulfilled, happier, and just plain old joyous? Well, what if I shared a very simple exercise that will get you there in 90 days? And this should take you less than 10 minutes every day. Well, here it is.

Get yourself a journal, and then follow these prompts.

In the evening, just before you go to sleep, answer these two questions:

What three things were a win today? (It may be completing a task, enjoying a walk, exercising, resolving a dispute, etc. It may be something you learned through a failure. You define the win.)
What three things will be a win tomorrow?

In the morning, now answer these questions as early as possible. Do it while you are having a coffee, or just taking a moment.

What three things am I grateful for? (Consider this carefully. Reflect on the big things and the small things. That wonderful cookies and cream milkshake, the compliment you received, the smile offered by a stranger, the 30-minute walk outside at lunchtime, the colors of the trees turning. Again, your gratitude, but be specific and relive it)
What is my #1 priority for the day? Just one. Be reasonable concerning what you can achieve.

Then, repeat the next day, and after that, for 90 days. If you choose to write more, go for it. Look forward to these simple things and enjoy the time. Preferably use pen and paper. If you cannot do so, use a digital format.

Commit to doing it every day. The practice will not only benefit you, but the discipline of doing this will help you gain a sense of competence, likely some breakthroughs, and with that confidence to do more of what you want.

The science behind journaling is compelling. A study published in the Journal of Experimental Psychology found that expressive writing reduces intrusive and avoidant thoughts about adverse events and improves working memory. Another study in Advances in Psychiatric Treatment showed that writing about thoughts and feelings for just 15–20 minutes on 3–5 occasions was enough to help study participants deal with traumatic, stressful, or emotional events.

To a joyous you!

Familiarity: Friend or foe

Oct 2, 2024

Familiarity is a powerful force. The invisible hand keeps us in our comfort zones, resisting change even when we know it’s for the better. It’s why we backslide into old habits and cling to the status quo.

But there’s a force even more potent than familiarity: purpose.

When we’re deeply connected to a sense of purpose, we become willing to embrace discomfort, uncertainty, and massive change. It propels us out of our comfort zones and into uncharted territories of growth and achievement.

Think of Malala Yousafzai, who risked her life for girls’ education, or Elon Musk, who’s pushing the boundaries of space exploration. Their unwavering sense of purpose drives them to face incredible challenges and unfamiliarity.

As Simon Sinek puts it, “Working hard for something we don’t care about is called stress; working hard for something we love is called passion.”

Consider what cause or goal is so compelling that it makes you willing to embrace discomfort and change. That purpose is the key to unlocking a force more potent than any comfort zone.

The path to your full potential lies not in the familiar but in the purposeful pursuit of what truly matters to you. It’s time to trade comfort for purpose and embark on a journey of profound transformation.

Taking pulse

Oct 1, 2024

There are two types of people in every organization: those driven by self-interest and those fueled by purpose. Nowhere is this contrast more evident than in the hospitality industry.

Consider the tale of two hotel front desk attendants. One sees each guest as a task to be completed, a box to be ticked. The other views every interaction as an opportunity to make someone’s day brighter and be part of their travel story.

As Simon Sinek eloquently says, “Working hard for something we don’t care about is called stress; working hard for something we love is called passion.”

In the kitchen of a bustling restaurant, you’ll find cooks who follow recipes and chefs who infuse every dish with creativity and love. The difference? A sense of purpose that transcends mere job description.

Danny Meyer, founder of Shake Shack, once said, “Business, like life, is all about how you make people feel. It’s that simple, and it’s that hard.”

Those driven by purpose don’t just serve food or provide rooms; they create experiences, forge connections, and leave lasting impressions.

Ultimately, it’s not about the paycheck or the ease of the job. It’s about the impact we make, the lives we touch, and the purpose we fulfill.

Choose purpose. Choose passion. Choose to make a difference in every interaction.

As leaders, have you considered what team you have, or more telling, where is your pulse?

Guessing games

Sep 30, 2024

What is your reference for assessing your relative performance?

Measurable performance metrics
Third-party feedback, including clients
Current financial data
Up-to-date operating or project plans
Anecdotal

Not all information is equal. If you rely on feelings or a sense of accomplishment without measuring against a targeted outcome, how precise do you think your assessment is? Are you ahead or falling behind?

Prioritize your data; the more current and updated, the more effective. If not, is it all a guessing game?

Not my circus, not my monkeys

Sep 29, 2024

“Not my circus, not my monkeys” – the wonderfully apt Polish proverb perfectly captures the art of maintaining emotional boundaries. Frankly, not every problem needs to become our three-ring spectacle.

In life’s grand circus, we often find ourselves juggling others’ issues with our own. Soon, we’re balancing elephants on our shoulders and trying to tame lions that aren’t even in our cage.

But since when were you hired to be the ringmaster of everyone else’s show?

In the words of philosopher Epictetus, “It’s not what happens to you, but how you react to it that matters.” So, when someone tries to hand you their emotional trapeze, politely declining the performance is okay.

Try these strategies:

Practice mindful detachment: Acknowledge others’ feelings without absorbing them.
Set clear boundaries: Learn to say no when necessary.
Implement the ‘Grey Rock’ method: Become uninteresting to toxic individuals by responding neutrally.

We can be supportive without joining every circus that comes to town. Sometimes, the kindest thing you can do is to stay in your tent and perfect your act. If you choose your circuses wisely, you may replace the juggling acts with bags of joy!

Intellectual humility

Sep 28, 2024

“The most difficult subjects can be explained to the most slow-witted man if he has not formed any idea of them already, but the simplest thing cannot be made clear to the most intelligent man if he is firmly persuaded that he knows already, without a shadow of doubt, what is laid before him.” – Leo Tolstoy

This profound observation by Tolstoy illuminates a paradox in human understanding. Our preconceptions, often from experience or education, can hinder new knowledge.

The beginner’s mind, free from preconceived notions, is fertile for learning. Meanwhile, the expert’s mind, cluttered with established beliefs, can resist new ideas.

This isn’t just about academic learning. The ability to question our assumptions is crucial in leadership, relationships, and personal growth.

Challenge yourself to approach familiar situations with fresh eyes. Embrace uncertainty as a pathway to growth. True wisdom lies in knowing and the willingness to learn.

Who you are

Sep 27, 2024

Regardless of the situation and circumstances, we have one thing we can always hold up—our choice.

Be it good or bad, we can choose. When things go wrong, how we react is a choice. It remains sacred to us, and the very knowledge that regardless of what may occur that impacts us, we have a choice. How we react, deal with it, and frame it.

Make the right choices. The ailments of others need not become your poison.

In life and business, we may encounter situations every day that do not align with our ideals, wishes, or desired outcomes.

But know regardless, what you do, is all about your choice.

And that choice defines who you are.

A mirror of accountability

Sep 26, 2024

The success or failure of any system, tool, or initiative within an organization is directly tied to the leader’s commitment and discipline in using it. If your team isn’t embracing a new framework, the first place to look isn’t at them—it’s at yourself.

As John C. Maxwell wisely noted, “A leader is one who knows the way, goes the way, and shows the way.”

If your team isn’t following, ask yourself:

Am I consistently using this tool myself?
Have I clearly communicated its importance?
Am I providing the necessary resources and support?
Do I celebrate when it’s used effectively?

Remember, your actions speak louder than your words. If you want your team to embrace change, you must be the change.

Are you leading by example or just by expectation?

The DIY trap

Sep 25, 2024

There’s no doubt you can do it yourself. You might even do it better. But then what? Where does it stop? Suddenly, you’re juggling tasks you neither excel at nor enjoy. But hey, you’re doing it, right?

As management guru Peter Drucker once said, “Do what you do best and outsource the rest.”

Consider the story of Sara Blakely, founder of Spanx. She knew her strengths were in product development and marketing, not manufacturing. By outsourcing production, she built a billion-dollar company.

Take a moment. With some effort, you can always find someone who can do it better and enjoys it. Meanwhile, you get to focus on what you do well and, interestingly, what you love. Sounds like a win-win.

Here’s the kicker: you become more valuable when you get better at something. This increased value often outweighs the cost of outsourcing those other tasks. It’s a triple whammy – better results, more enjoyment, and higher value.

It’s your call, but is it wise to do everything yourself? Not if enjoying your work, being more efficient, and increasing your value means anything to you. Are you ready to break free from the DIY trap and unlock your true potential?

The funny thing about trust

Sep 24, 2024

Trust often feels like a game of chicken. Who’ll blink first? Who’ll extend trust before it’s “earned”?

But as Stephen M.R. Covey wisely notes, “You’ve got to give it to get it.”

Imagine a world where we default to trust rather than suspicion. Where we say, “I trust you until proven otherwise,” instead of “Prove you’re trustworthy.”

This isn’t blind trust. It’s smart, calculated risk-taking. It’s understanding that in our fast-paced world, waiting to trust can cost us valuable opportunities.

When you extend trust, you inspire others. You create a reciprocal cycle of trust that can transform relationships, teams, and entire organizations.

Are you the first to extend the olive branch of trust?

Hours in a day

Sep 23, 2024

“There aren’t enough hours in the day.” How often have you uttered this phrase, lamenting your inability to complete tasks? The truth is, we all have the same 24 hours. The difference lies in how we use them.

The real culprits robbing us of time are:

Conflicting priorities: When everything is important, nothing is.
Time-wasting activities: Social media scrolling, anyone?
Lack of focus: Multitasking is a myth.
Poor planning: Failing to plan is planning to fail.
Inability to say ‘no’: Overcommitment is the thief of time.

As Tony Robbins says, “Once you have mastered time, you will understand how true it is that most people overestimate what they can accomplish in a year – and underestimate what they can achieve in a decade.”

Here’s how to take control:

Prioritize ruthlessly: Use the Eisenhower Matrix to sort tasks.
Time-block your day: Assign specific times for specific tasks.
Practice deep work: Set aside distraction-free periods for important tasks.
Learn to delegate: You don’t have to do everything yourself; outsource or delegate.
Embrace the power of ‘no’: Protect your time like the valuable resource it is.

Time management is life management. It’s not about squeezing more tasks into your day but about making room for what truly matters.

Stop blaming the clock and start mastering your time.

The symphony of voices

Sep 22, 2024

Is it ever too late? Society says yes, but your heart whispers otherwise.

Three voices compete for your attention:

Your inner critic, pulling you back from the unknown.
Naysayers, holding you down to keep you company in complacency.
Gentle encouragers, believing in your potential.

Which voice will you amplify?

As George Eliot said, “It’s never too late to be what you might have been.”

Your journey is uniquely yours. If something doesn’t feel right, change it. It’s that simple, and that profound.

Don’t let fear or others’ limitations define you. Tune into the voice that pushes you forward. IConduct your life’s symphony.

Don’t chase butterflies

Sep 21, 2024

We’re often caught in a frantic butterfly chase in the corporate jungle – desperately pursuing elusive success. But what if the key to achieving our goals is to stop chasing?

Cricket legend Mike Hussey wisely noted, “If you’re trying to catch a butterfly, it’d be really hard to catch, but if you just turn your attention to other things and just relax and enjoy life, sometimes the butterfly will just come and sit on your shoulder.”

This profound metaphor applies perfectly to business. Companies often force growth through sheer willpower, a stressful and unsustainable strategy.

Instead, create a framework where success naturally unfolds. As Warren Buffett advises, “I don’t look to jump over 7-foot bars; I look around for 1-foot bars that I can step over.”

Focus on small, consistent steps:

Build robust processes
Nurture your team
Continuously improve your product

Remember, Amazon didn’t become a giant overnight. They focused on customer satisfaction and let success follow naturally.

Are you chasing butterflies or creating an environment where they want to land?

When patience becomes paralysis

Sep 20, 2024

Patience, often lauded as a virtue, can be a leader’s Achilles’ heel. While it’s valuable in many scenarios, it can also mask inaction and become an excuse for avoiding tough decisions.

Consider Tony Hsieh, former CEO of Zappos. His patience in building company culture was legendary, but he also knew when to act swiftly, like when he offered employees buyouts to ensure only the most committed stayed.

As management expert Ram Charan notes, “Decisiveness is the one characteristic of high-performing leaders that is most widely admired.”

When faced with underperforming employees, failing programs, or inadequate accountability and performance data, patience isn’t a virtue—it’s a liability. These situations demand immediate action, not a wait-and-see approach.

Leaders, are you patiently steering your ship, or have you become becalmed in a sea of indecision? Sometimes the most courageous act is to act at all.

Obsession with data

Sep 19, 2024

In the arena of success, metrics are the unsung heroes. The adage “If it’s not measured, it doesn’t matter” isn’t just a catchy phrase—it’s a blueprint for excellence.

Zume Pizza is a startup that uses data analytics to predict pizza orders and optimize delivery routes. Their obsession with metrics led to remarkable efficiency and customer satisfaction before they pivoted to sustainable packaging.

As management guru Peter Drucker famously said, “What gets measured gets managed.”

Organizations fixated on meaningful metrics understand their success levers and pursue them relentlessly. The same applies to individuals—those setting measurable targets typically outperform their peers.

Leaders can gauge their effectiveness by their frequency and attention to critical measures. It’s not about drowning in data but about swimming purposefully in the right metrics.

Where do you stand on the metrics obsession spectrum? Are you navigating with a precise map or sailing blind?

In the game of success, those who keep score usually win.

Empower rather than motivate

Sep 18, 2024

As a CEO or leader of a team, your primary role isn’t to motivate talent—it’s to believe in them and avoid demotivating them.

Consider Ricardo Semler of Semco Partners. He revolutionized his company by giving employees unprecedented autonomy, resulting in remarkable growth and employee satisfaction.

“The best executive is the one who has sense enough to pick good men to do what he wants done and self-restraint enough to keep from meddling with them while they do it,” said Theodore Roosevelt.

Your job? Create a culture where talent thrives naturally. Show belief in your team’s abilities. Remove obstacles, not hold hands.

Are you motivating, or are you liberating your team’s inherent drive? If you are encouraging, you may have made the wrong hires, if you have the talent, it is your leadership that you should question.

Ride the dip

Sep 17, 2024

Every creative, leader, and entrepreneur knows the fear: running out of steam, losing the spark, hitting ‘the dip’. It’s that moment when enthusiasm wanes, doubts creep in, and the path forward seems shrouded in fog.

In his book The Dip, Seth Godin describes it as “the long slog between starting and mastery.” Many give up at this point, but the truly successful find their edge.

Consider Airbnb’s early days. Co-founder Brian Chesky recalls when they were making just $200 a week and drowning in credit card debt. That was their dip. But instead of folding, they used it as a catalyst to refine their idea and push harder.

As author Steven Pressfield puts it, “The professional has learned that success, like happiness, comes as a by-product of work.”

So, how do we ride the dip?

Recognize it: Acknowledge you’re in a dip, not a dead end.
Reframe it: See it as a filtering process that weeds out the uncommitted.
Use it: Let it fuel your creativity and push you to innovate.
Rest in it: Sometimes, a creative break is exactly what you need.

Remember, the dip isn’t a sign of failure; it’s a rite of passage. It’s nature’s way of stress-testing your commitment and creativity.

Are you ready to stop fearing the dip and start using it as your secret weapon?

Who is your customer?

Sep 16, 2024

In the bustling marketplace of ideas and services, we often narrowly define our customers. But what if I told you that your customer base is far more expansive – and complex – than you’ve ever imagined?

Consider TOMS Shoes, the company that pioneered the “One for One” model. They’ve redefined ‘customer’ to include not just their buyers, but also the recipients of their charitable giving. This expansive view has led to innovative practices that benefit all stakeholders, from employees to communities in need.

As management guru Tom Peters once said, “Customers perceive service in their own unique, idiosyncratic, emotional, irrational, end-of-the-day, and human terms. Perception is all there is!”

Is it the client who pays for your product? The shareholders who invest in your vision? The employees who bring that vision to life? Or perhaps it’s the partners who amplify your reach?

The truth? It’s all of them.

Each stakeholder is a customer of your organization in some form. They all have needs, expectations, and contributions. Ignoring them is like conducting an orchestra with half the instruments missing.

However, not all customers are created equal. There’s a hierarchy, a delicate balance to maintain. Understanding this hierarchy is critical for organizational success.

Malcolm Forbes once said, “The best vision is insight.” So, let’s gain some insight:

Map out all your stakeholders
Identify what each ‘customer’ needs from you
Determine how these needs align with your purpose
Set clear objectives for each stakeholder group

Remember, you’re not just serving customers; you’re orchestrating a stakeholder symphony. Each player is crucial, but the melody must align with your organizational purpose.

Are you ready to redefine your customer base and create a more harmonious business ecosystem?

Siren song of your true north

Sep 15, 2024

External expectations, societal norms, and well-meaning advice bombard us daily. But what if the key to fulfillment lies in tuning out this noise and listening to our inner voice?

Mary Oliver’s poem “The Journey” beautifully captures this struggle. “One day, you finally knew what you had to do and began, though the voices around you kept shouting their bad advice.”

Consider Basecamp, a software company that rejected the Silicon Valley growth-at-all-costs mentality. By following its own path, it has built a sustainable, profitable business that prioritizes work-life balance.

As leadership expert Simon Sinek says, “The goal is not to be perfect by the end. The goal is to be better today.”

Are you ready to embark on your journey? To find your true north? Remember, the only life you can save is your own.

What time are you in?

Sep 14, 2024

Time isn’t just about ticking clocks and packed calendars. The ancient Greeks recognized two types of time: “chronos” (measured time) and “kairos” (deep, qualitative time).

While we’re often slaves to chronos, true transformation occurs in kairos moments. As J.R.R. Tolkien wisely noted, “All we have to decide is what to do with the time given us.”

Consider Patagonia, the outdoor clothing company. Their “Let My People Go Surfing” philosophy encourages employees to take time off when the surf’s up. This isn’t just about fun; it’s about embracing kairos moments that fuel creativity and passion.

Are you living chronologically or kairologically? When was the last time you lost track of time, fully immersed in a moment?

Perhaps the key to productivity isn’t more chronos but more kairos. How might your life change if you prioritized these deep-time moments?

The founder mode fallacy

Sep 13, 2024

Silicon Valley’s buzzing about ‘founder mode’ – the idea that founders should manage every crucial decision. But is this a stroke of genius or a massive cop-out?

Consider Basecamp, a project management software company. Its success isn’t built on founder Jason Fried’s micromanaging but on cultivating a culture of autonomy and trust.

As leadership expert Simon Sinek says, “The role of a leader is not to come up with all the great ideas. The role of a leader is to create an environment in which great ideas can happen.”

Perpetual founder mode can stifle creativity, create bottlenecks, and drive away top talent. Instead, focus on building a culture where everyone thinks like a founder.

Are you empowering your team or just feeding your ego?

Singularity: Mastering your niche

Sep 12, 2024

In a world obsessed with diversification, there’s a quiet revolution brewing: the power of singularity.

Consider In-N-Out Burger, a fast-food chain that’s achieved cult status. Their secret? A menu with just a handful of items, unchanged since 1948. Despite pressure to expand, they’ve stood firm, focusing solely on perfecting their burgers and fries.

This laser-focus isn’t just a fluke. It’s a strategy. As the legendary investor Warren Buffett advises, “The difference between successful people and really successful people is that really successful people say no to almost everything.”

By mastering one thing, you become irreplaceable. You’re not just another player in the market; you’re THE player.

The myth of organizational uniqueness

Sep 11, 2024

“We’re different. That won’t work here.” Sound familiar? It’s the battle cry of organizations resistant to change, convinced of their uniqueness. But here’s the provocative truth: you’re more similar than you think.

Consider Zingerman’s, a deli in Ann Arbor, Michigan. When they decided to scale, they didn’t reinvent the wheel. Instead, they adopted proven frameworks, growing from a single deli to a community of businesses with over $60 million in annual revenue.

As management guru Peter Drucker said, “The most important thing in communication is to hear what isn’t being said.”

What aren’t you hearing when you claim uniqueness?

All organizations, regardless of size, industry, or location, share common goals:

Positive outcomes
Engaged people
Financial success

The real differentiator? How well you execute ideas.

The foundation of Unthinkable’s work is the Scaling Up framework, used by thousands of companies worldwide and focuses on four key decisions: People, Strategy, Execution, and Cash.

Instead of fixating on differences, why not embrace proven principles? Your uniqueness lies not in your challenges but in how you solve them.

Are you ready to stop being ‘unique’ and start being successful?

If your organization seeks growth, there may be a program that is just right for you. Contact us now to take the mystery out of growth.

Stagnation or transformation

Sep 10, 2024

Ever feel like you’re running on a treadmill, exerting effort but going nowhere? Success seems to play hide-and-seek, leaving you questioning your abilities. Before you spiral into self-doubt, consider this: maybe it’s not you, it’s your environment.

Our surroundings shape our mindset, opportunities, and life outlook. Sometimes, the key to success is stepping out of your comfort zone and embracing change.

Take Warby Parker, for instance. The founders left their stable jobs to pursue a risky venture in eyewear. By changing their environment, they revolutionized an industry.

As anthropologist Mary Catherine Bateson noted, “The timing of death, like the ending of a story, gives a changed meaning to what preceded it.”

Your current environment isn’t your story’s end. It’s just a chapter. Are you ready to turn the page and write a new one?

The Belay Effect

Sep 9, 2024

In the corporate world, we’ve become so afraid of micromanagement that we risk becoming passive observers. But what if there’s a middle ground?

Enter the ‘Belay Effect’ – a leadership approach inspired by rock climbing. Just as a belayer provides active support without taking over the climb, effective managers offer continuous guidance without stifling autonomy.

Consider Patagonia, the outdoor clothing company. Their “Let My People Go Surfing” philosophy encourages employees to take time off for outdoor activities. This isn’t hands-off management; it’s creating an environment where employees feel supported to take risks and grow.

To implement the Belay Effect:

Provide clarity: Set clear goals and expectations, but let your team find their path.
Give access and context: Demystify complex tasks by sharing insider knowledge.
Make and adapt plans together: Regularly check in and adjust strategies.

As climbing legend Lynn Hill says, “It’s not the mountain we conquer, but ourselves.” The same applies to management – it’s not about controlling every move, but empowering your team to conquer their own challenges.

Are you a passive observer or an active supporter of your team’s climb to success?

Authenticity and self-honoring

Sep 8, 2024

Mark Manson’s “The Subtle Art of Not Giving a F*ck” isn’t about apathy; it’s about selective caring.

Dr. Seuss nailed it: “Be who you are and say what you feel, because those who mind don’t matter and those who matter don’t mind.”

In a world obsessed with likes and follows, authenticity is your superpower.

Stop people-pleasing. Start self-pleasing.

Every ‘yes’ to others’ expectations is a ‘no’ to your dreams.

Are you living your life or someone else’s version of it?

It’s time to give fewer cares and live more authentically.

Art in simplicity

Sep 7, 2024

We’re drowning in a sea of more. More commitments, more possessions, more information. Yet, we feel less satisfied, less fulfilled, less… everything.

Bruce Lee, the martial arts legend, wisely said, “It is not daily increase but daily decrease. Hack away at the unessential.” But in our pursuit of more, we’ve forgotten this ancient wisdom.

Consider this: The average American home contains 300,000 items. That’s not a typo. Three hundred thousand. Yet, a study by the University of California found that reducing clutter dramatically decreases stress hormone levels in mothers.

It’s not just about physical clutter. Our schedules are bursting at the seams. We’re constantly “busy,” but are we productive? A Stanford study showed that productivity per hour declines sharply when the workweek exceeds 50 hours.

So, how do we simplify? Here are some strategies:

The One-In-One-Out Rule: For every new item you bring into your life, remove one.
The 90/90 Rule: If you haven’t used something in the last 90 days and don’t plan to use it in the next 90, it’s time to let it go.
The Two-Minute Rule: If a task takes less than two minutes, do it immediately.
The Eisenhower Matrix: Prioritize tasks based on urgency and importance.
Digital Detox: Set boundaries for technology use.

But simplification isn’t just about decluttering your physical space or schedule. It’s about mental clarity, too. As Confucius said, “Life is really simple, but we insist on making it complicated.”

Take meditation, for instance. This practice, which essentially involves doing nothing, has been shown to reduce anxiety, increase focus, and even physically change the brain. A study published in Psychiatry Research found that just eight weeks of meditation led to increased gray matter in the hippocampus, an area associated with learning and memory.

Simplification can extend to our diets, too. The Blue Zones, areas of the world where people live the longest, healthiest lives, all share a common trait: simple, plant-based diets. No fad diets, no complicated meal plans, just wholesome, minimally processed foods.

Even in business, simplicity reigns supreme. Steve Jobs, known for his minimalist design philosophy, once said, “Simple can be harder than complex. You must work hard to clean your thinking and make it simple.”

This principle applies to everything from product design to marketing strategies. Think about the most successful brands—Google, Apple, Nike. They all have one thing in common: simplicity: a clean interface, an intuitive product, and a memorable slogan.

But here’s the catch: simplifying isn’t easy. It requires discipline, self-awareness, and, often, a complete paradigm shift. It means saying no to good things to make room for great things. It means being comfortable with empty spaces, both in your calendar and your living room.

As you embark on your journey of simplification, remember this: it’s not about deprivation. It’s about curation. It’s about consciously choosing what you allow into your life, mind, and heart.

Start small. Maybe it’s decluttering one drawer or saying no to one unnecessary commitment. Notice how it feels. Notice the space it creates – not just physical but mental and emotional space.

As Anne Lamott beautifully puts it, “Almost everything will work again if you unplug it for a few minutes, including you.”

So, are you ready to unplug, hack away at the unessential, and rediscover the art of simplification?

In a world that constantly shouts “More! More! More!” sometimes the most revolutionary act is to whisper “Less.”

A dashboard: Simplifying the complex

Sep 6, 2024

Technology has revolutionized our world, from cars to companies. But are we drowning in data while thirsting for insight?

Consider the evolution of car dashboards. Decades ago, a simple speedometer, fuel gauge, and temperature gauge told you all you needed to know. Today’s dashboards are technological marvels, but do we understand or use all their functions?

Now, think about your organization’s dashboard. Is it a sleek, simple interface or a confusing array of metrics?

As Peter Drucker said, “What gets measured gets managed.” But what if we’re measuring too much?

A Gartner study found that 87% of organizations have low business intelligence and analytics maturity. In other words, we’re data-rich but insight-poor.

The solution? Simplify. Focus on key metrics that drive behavior and results. Make your organizational dashboard as intuitive as those old-school car displays.

Ask yourself:

Can all employees easily understand our dashboard?
Does it inform their daily decisions?
Are we measuring what truly matters?

The goal isn’t to have the most sophisticated dashboard but the most effective one.

As Leonardo da Vinci wisely noted, “Simplicity is the ultimate sophistication.”

Are you ready to simplify your dashboard and accelerate your success?

Off track

Sep 5, 2024

Ever feel like you’re playing “Pin the Tail on the Donkey” with your goals? Blindfolded, spinning, and hoping for the best?

One degree off course at takeoff, and suddenly, you’re landing in Timbuktu instead of Times Square. Oops!

Three culprits derail our organizational odysseys:

Fuzzy Goals: Is your success as clear as mud?
No Roadmap: Are you using a treasure map to navigate Manhattan?
Infrequent Check-ins: Playing “Marco Polo” with your team?

As Yogi Berra quipped, “If you don’t know where you’re going, you’ll end up someplace else.”

The fix? Clear goals, weekly milestones, and daily huddles. It’s like GPS for your business dreams.

Staying on course beats flying blindly. Unless you enjoy surprise vacations in Timbuktu, that is.

The harsh truth

Sep 4, 2024

Our strengths can be our Achilles’ heel. Push them too far, and they lose their magic:

Extreme kindness becomes a doormat
Determination morphs into tunnel vision
A results-driven attitude breeds a lack of empathy
Constant contribution drowns out listening skills
Courage blinds us to genuine risks

When these truths surface, it stings. But awareness is the first step to growth.

To counter this paradox:

Seek balanced feedback
Practice self-reflection
Cultivate complementary skills
Embrace flexibility

F. Scott Fitzgerald wisely noted, “The test of first-rate intelligence is the ability to hold two opposed ideas in mind at the same time and still retain the ability to function.”

The mindset shift? View strengths as tools, not identity. Adjust their application based on context.

Taking action requires work, honesty, and consistent habit adjustment. It’s binary: you do the work, or you don’t. Change isn’t an afterthought; it’s a focal point.

It’s not about dulling your shine but shining in the right places at the right times.

Welcome advice

Sep 3, 2024

Ah, advice. We dish it out like an all-you-can-eat buffet but receive it like a picky toddler faced with broccoli.

We love playing life’s backseat driver, don’t we? “Turn left at Success Street! No, your other left!”

But here’s a wild idea: What if we put a sock in it and opened our ears instead?

Mark Twain said, “It is better to keep your mouth closed and let people think you are a fool than to open it and remove all doubt.”

Try this revolutionary approach:

Offer advice sparingly (like you’re paying for each word)
Welcome advice abundantly (like it’s free pizza)

The result? You’ll grow faster than a teenager in a growth spurt, and people will respect you more than a librarian in a quiet zone.

Sometimes, the best advice is no advice at all. As the old saying goes, “Silence is golden unless you have a toddler, then silence is suspicious.”

Planting trees

Sep 2, 2024

We all dream of what could have been, lamenting missed opportunities. But for every dreamer, a doer turns those dreams into reality.

‘The best time to plant a tree was yesterday. The second-best time is today.’

Your dreams are seeds. Many let them wither in the soil of regret, while some nurture them into mighty oaks of achievement.

What tree have you left unplanted today? Your future self is waiting in its shade.

Feel the space

Sep 1, 2024

What is your physical speace doing for you?.

What you seek to accomplish is invariably influenced by your surroundings. It’s not just about aesthetics; it’s about enabling success.

On a personal level, where you live shapes your lifestyle. A study by the Journal of Environmental Psychology found that people living in coastal regions report better mental health and well-being. Beach towns and warmer climates often foster healthier lifestyles.

Your immediate surroundings are significant enablers. A cluttered home often leads to an untidy mind. As the organizing consultant Marie Kondo says, “The space in which we live should be for the person we are becoming now, not for the person we were in the past.”

The impact is even greater in organizations. According to a Gensler study, a well-designed office space can increase productivity by up to 20%. A vibrant, well-laid-out, and bright space will likely support a similar organizational structure.

Conversely, a fragmented, staid environment lacking structure may be mirrored in the people’s behavior and output.

Take a look around. What message is your environment sending? Is it supporting your goals or hindering them?

Your surroundings are more than just a backdrop. They’re an active participant in your journey towards success. Make sure they’re working for you, not against you.

Rooting for the underdog

Aug 31, 2024

Who doesn’t love the underdog? As neutral observers, we always cheer for David against Goliath.

We root for the little guy in sports, business, or life. History proves the majority are on the side of the underdog.

So why do we hold ourselves back when we’re the supposed minnows against giants?

If everyone else is cheering us on, what’s stopping us?

Are you the underdog hero you’d root for, or are you becoming your own Goliath?

Your job or mine?

Aug 30, 2024

You want responsibility taken, yet you’re constantly checking in. You require perpetual inclusion, feeling you could do it better yourself.

Consider this: Do you want to do every job in your organization?

If you’re rarely satisfied with others’ work, perhaps the issue isn’t their competence but your overbearing approach.

As a leader, decide: Are you leading or perpetually doing?

Remember, micromanagement stifles growth. Trust empowers.

Are you cultivating a team of doers or a team of dependents?

Is your need for approval far more significant than having a thriving team?

Feedback required

Aug 28, 2024

Feedback: the word that makes many leaders break into a cold sweat. A recent Harvard Business Review article highlighted this common fear, but here’s the twist – it’s not just about giving feedback, it’s about the courage to communicate.

Why the fear? Leaders worry about hurting feelings, damaging relationships, or facing defensive reactions. But here’s the truth: withholding feedback is the real damage.

Feedback is the lifeblood of growth. Without it, teams stagnate, potential withers, and opportunities slip away. As Ken Blanchard says, “Feedback is the breakfast of champions.”

Overcoming the feedback fear:

Reframe it: It’s not a critique, it’s a growth opportunity.
Keep it simple: Not every feedback needs an hour-long meeting.
Be specific: Focus on observable behaviors, not personality.
Make it a dialogue: Invite their perspective.
Practice: Like any skill, it gets easier with repetition.

Remember, the most successful teams aren’t those without problems – they’re those that address problems head-on.

So, leaders, are you brave enough to give the gift of feedback? Your team’s success depends on it.

Scale or stagnate

Aug 27, 2024

Scalability: the secret sauce of business longevity. It’s not just about growth but smart, sustainable expansion.

Think of scalability as your business’s stretchy pants. They fit now, but they’ll also accommodate you after Thanksgiving dinner.

Here’s the kicker: According to a study by Deloitte, scalable companies grow revenue 179% faster than their less flexible counterparts.

As Jeff Bezos puts it, “We’ve had three big ideas at Amazon that we’ve stuck with for 18 years, and they’re the reason we’re successful: Put the customer first. Invent. And be patient.”

Critical ingredients for a scalable business:

Revenue generation that scales
Operational efficiency
Flexible talent management

But beware the pitfalls:

Overlooking company culture
Neglecting talent development
Poor communication as you grow

Remember, scalability isn’t just about getting more significant. It’s about getting better.

A McKinsey study found that companies planning for scalability are 2.5 times more likely to be top industry performers.

So, are you building a business or crafting a scalable success story?

The choice is yours. In today’s fast-paced business world, if you’re not scaling, you’re likely stalling.

A team’s keystone

Aug 26, 2024

We’re wired to connect. From sports clubs to workplaces, we seek our place. But what truly unites a team is trust.

As a leader, you’re not just running a company. You’re nurturing a team. Your core values are the bedrock on which your team stands. They attract aligned individuals, forming a community bound by more than just paychecks.

As Simon Sinek aptly puts it, “A team is not a group of people who work together. A team is a group of people who trust each other.”

Your team forms around:

Shared values
Common interests
Complementary skills
Aligned vision
Clear targets

Ignore these, and you’ll invite discord. Embrace them, and you’ll foster a culture of trust that flourishes.

Remember, your workplace is just one of many groups your employees belong to. But it’s a crucial one. Make it matter.

Get crystal clear on your vision. It’s the beacon guiding the right people to your team.

Are you building a company or cultivating a trust-centered team?

Opportunity awaits

Aug 25, 2024

You order that obscure item you thought no one else would want. Not only are there multiple options, but it’s delivered before you wake up. Clearly, there’s demand.

Ever wondered, “How do people make money doing that?” Well, they do.

Amazon alone processes over 1.6 million packages daily. That obscure gizmo? It’s found by people like you, with competitive offerings and thousands of satisfied reviews.

Yet, when it comes to our ideas, we hold back. We say, “No one will want what we offer.” We limit our potential.

As Walt Disney said, “If you can dream it, you can do it.”

We live in a time full of possibility and abundance. But it’s up to you to make your offering available. They’ll never find it if you don’t put it out there.

What opportunity are you holding back on?

A well-polished mirror

Aug 24, 2024

Feedback is a powerful tool, but its value depends on the source.

As David Bradford wisely notes, feedback from one person often reflects as much about them as you.

However, it’s like a well-polished mirror when multiple people offer similar insights.

A collective reflection is worthy of close examination and may reveal truths unseen by us but not others.

Fire clients, ignite profits

Aug 23, 2024

Business relationships are a two-way street. Products, scope, price, timing – these are the prominent elements. But what about values?

When boundaries are crossed, agreements crumble. This is true for theaters and businesses.

Here’s a provocative thought: As a contractor, why not fire clients who don’t uphold their end of the bargain?

Arrogance, disrespect, difficulty – these shouldn’t be tolerated. They’re not just annoyances; they’re violations of the unspoken agreement.

Fred Reichheld, creator of the Net Promoter Score, found that companies with the highest customer loyalty grow revenues at more than twice the rate of their competitors.

But loyalty isn’t just about retention. It’s about alignment.

By firing problematic clients, you:

Energize your team
Show that people matter more than profits
Increase motivation
Improve overall result

A study by Gallup found that companies with engaged employees outperform their competitors by 147%. Problematic clients, create disengagement disproportionately.

As Peter Drucker said, “The purpose of a business is to create and keep a customer.” But not just any customer – the right customer.

Are your client relationships truly symbiotic, or are some parasitic?

Sometimes, addition by subtraction is the most potent math in business.

Rethink your approach to client relationships and clarity upfront on what you both expect and require is necessary, including values.

Global citizenship

Aug 22, 2024

Our world has shrunk. Events halfway across the globe now ripple to our doorstep.

This connectedness isn’t a burden. It’s an opportunity for responsible engagement.

Welcome to complex living. A world where we’re all residents in a global community.

Rules exist: decency and respect are the new currency. Embracing them creates harmony.

Awareness is our superpower. We see the leaks before they become floods.

In this new world, we’re all change-makers. Every action ripples outward.

Complex living offers us a front-row seat to history. We’re not just spectators; we’re participants.

The question isn’t “Should we engage?” It’s “How can we engage better?”

In this global complex, your voice matters. Your actions count.

The question is whether you can be an active citizen in our complex, interconnected world.

The ideal situation

Aug 21, 2024

We crave stability. We cherish contentment. But is this genuinely ideal?

Consider this: What if you could elevate your success tenfold? Sounds tempting, right?

Here’s the truth: There’s no ideal situation—only constant change.

As Charles Darwin noted, “It is not the strongest of the species that survives, nor the most intelligent. It is the one most adaptable to change.”

The real ideal? Being attuned to change, proactively managing it.

Strong profits, loyal customers, positive brand – all excellent. But they can become complacency traps.

A study by Innosight found that the average lifespan of S&P 500 companies decreased from 61 years in 1958 to 18 years today. Why? Failure to adapt.

Embrace change before it’s forced upon you. That’s the actual ideal situation.

It’s not about finding the perfect spot. It’s about perfecting your ability to move.

Running toward

Aug 20, 2024

Driven, determined leaders: This is for you.

You’d never run from a challenge. But what if standing still is the ultimate escape?

Running away isn’t just about distance. It’s about stagnation—the status quo comfort zone.

True leaders run towards.

Towards challenges. Towards growth. Towards the unknown.

Every step forward is a step away from complacency.

Where are you and your team genuinely heading? Actively pursuing progress or passively avoiding change?

In leadership, stillness is regression. Movement is life.

The race is on. The finish line is growth.

Broken telephone

Aug 19, 2024

Organizational structures: Necessary scaffolding for cohesive work. Clear command lines. Clarity’s guardian.

But what happens when the scaffold is ignored?

Breakdowns are catastrophic in life-or-death scenarios – military ops, surgeries, and rescue missions.

Structures maintain flow, provide direction, enable efficient messaging, and increase accountability.

Until someone higher up decides to play hopscotch with the chain of command.

Suddenly, it’s a group call. Who’s on? Who’s talking? Who’s deciding?

Leaders, your involvement is appreciated. But is it bypassing the chain? That’s organizational sabotage.

You’re not empowering. You’re disempowering and not clarifying. Confusing.

Respect the structure. Or watch your organization crumble, one mixed message at a time.

Not everyone likes you

Aug 18, 2024

Likely, some may even hate you!

Reality.

In a world of likes and ‘friends,’ this is not reality. It is not how many people like you.

What do you stand for?

If we take a stand for something we believe in with absolute conviction, there will be many whom we will alienate, and among them, even haters. Where have we, humankind, undergone social change without dissent and discord?

A life of conviction, purpose, and passion is packed with opposition. For some, this can disrupt their beliefs and shift them away from comfort, causing uncomfortable reflection.

The number of dislikes we attract may indicate how strong our position is and the extent of our integrity.

A life of purpose is one with a strong belief and a desire to achieve it regardless of the hate we encounter to get there. Ultimately, those who care about you will be there to support you.

We don’t need more ‘friends,’ only caring ones.

A question to ponder: ‘Do you like you?’

Moral high ground

Aug 17, 2024

Strong morals are our ethical GPS. They guide us through life’s complex terrain. Think of many difficult situations you have encountered; your morals likely held you back from catastrophe.

But here’s the rub: What if we’re using this GPS to navigate everyone’s journey but our own?

We’re quick to recalculate others’ routes. “You should have turned left at kindness!” “You missed the exit for integrity!”

Meanwhile, we’re cruising down hypocrisy highway, ignoring our moral traffic signals.

If our moral code becomes a weapon rather than a tool, we’ve missed the exit to personal growth.

Are you using your morals as a mirror or a magnifying glass? The answer might reveal more about your journey than those you’re judging.

In the moral marathon, the only person we should be racing is yesterday’s version of ourselves.

Reaching for the sky

Aug 15, 2024

Richard Koch’s “Star Businesses” concept isn’t about Hollywood glamour. It’s about explosive growth and market dominance.

According to Koch, a star business combines high growth with high market share. These are the unicorns of the business world, the ones that make investors salivate and competitors quake.

But how rare are these stellar performers? A study by the Boston Consulting Group found that only 1% of companies create 80% of all economic profit.

Think Amazon in e-commerce, Google in search, or Uber in ride-sharing. They didn’t just enter markets; they defined them.

As Jeff Bezos once said, “Your margin is my opportunity.” Star Businesses don’t just compete; they revolutionize.

These companies share common traits:

They focus on fast-growing markets
They innovate relentlessly
They scale rapidly
They dominate their niche

But becoming a Star isn’t a one-time achievement. Innovating, growing, and maintaining market leadership is a constant struggle.

So, ask yourself: Is your business reaching for the stars? Are you in a high-growth market? Are you innovating faster than your competitors? Are you scaling at breakneck speed?

In business, as in the cosmos, stars that burn the brightest often shine the longest.

The organizational baton pass

Aug 14, 2024

The relays: It’s all about the team: four individuals, one goal. But individual competence isn’t enough. Cohesion is key.

In transition, it’s no longer about the individual. It’s about connection. Synchronization. Understanding.

Organizations are always running relays. The right people, the right seats—sure. But cohesion across teams? That’s the game-changer.

A McKinsey study found that companies with top-quartile organizational health achieve three times the returns of those in the bottom quartile.

Acclaimed author Patrick Lencioni says, “If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.”

Organizations with silos falter. Those who ignore interdependence fail.

Investing in mutual support and improvement isn’t optional. It’s necessary.

Are you running a relay or a series of solo sprints?

In business, as in relays, the smoothest baton pass often wins the race.

The time paradox: Investment or waste

Aug 13, 2024

Time is precious, yet we often squander it thoughtlessly.

Consider this: According to a 2020 GlobalWebIndex report, the average person spends 2 hours and 24 minutes on social media daily, which is 36 days a year, scrolling mindlessly.

But what if we treated time like money? Would we spend it so carelessly?

Try this: Record your time use in 15-minute increments for one week. You’ll be amazed at what you discover.

As Peter Drucker said, “Until we can manage time, we can manage nothing else.”

Ask yourself:

How much joy are your side projects bringing?
Are your interests gaining traction?
Who’s draining your time, and who deserves more?

The goal isn’t exhaustion but effectiveness. Imagine having free time to read, write, or think.

A Journal of Consumer Research study found that people with less free time are less happy and stressed.

Challenge yourself:

Assess your time use for a month
Cut out drains
Capture and reallocate that time

As Annie Dillard wisely noted, “How we spend our days is, of course, how we spend our lives.”

Are you ready to invest your time wisely?

Rewrite the rules

Aug 12, 2024

Are you letting conventional wisdom limit your potential? Learn how one athlete shattered expectations and rewrote the rules of possibility.

Sifan Hassan: Olympic gold in the marathon. Her third medal in Paris. She also ran the 5,000m and 10,000m in the same week.

Experts said it wasn’t viable. Hassan proved them wrong.

Her belief? We don’t know our limits. We’re unaware of our true capabilities.

Too often, we exit the race, believing our goal is impossible. But what if that’s just a comforting lie?

Hassan rewrote the rules. She tested her limits. She found gold.

What are you holding yourself back from? Have you truly pushed your boundaries?

Maybe it’s time to rewrite your rulebook. To challenge the “impossible.”

What’s your marathon-5000m-10000m combo? Are you brave enough to find out?

I am enough

Aug 11, 2024

Novak Djokovic: The GOAT of men’s tennis. Grand Slam champion. Olympic gold medalist.

Yet, even he wondered if he was achieving enough. The constant pursuit of more? Exhausting. Debilitating.

Then, a breakthrough. After winning Olympic gold, Djokovic declared: “I am enough.”

While pursuing greatness is admirable, sometimes we need to stop beating ourselves up, appreciate what we’ve achieved, and recognize our worth.

We’re always looking ahead, rarely glancing back at our progress. But if we can’t enjoy the journey, what’s the point?

Are you constantly chasing more, or can you say, “I am enough”?

The leopard’s spots

Aug 10, 2024

Leaders often face underperforming but potentially strong players.

The solution? Move them or hope for change.

But here’s the catch: the leopard can only lose its spots if it wants to.

Change is possible, but it requires change. No intervention will work without self-reflection, appreciation, desire, and commitment.

While we may focus on many elements, do you ask yourself if the leopard, in fact, wishes to lose those spots?

The ocean’s character

Aug 9, 2024

The ocean: cold, warm, azure, gray, violent, calm, clear, turbulent, rough, tranquil. Ever-changing, evolving, and rarely predictable.

Sounds familiar?

We’re uncannily like the ocean—constant in many facets yet always surprising. We recognize the ocean’s changes, but to itself, it’s just… the ocean.

Our strength – and challenge – lies in our evolution. Character isn’t static, but like the ocean, there’s a constant core we can rely on.

Don’t focus on each passing wave. Remember the ocean as a whole. No one recalls every wave, but everyone remembers the ocean.

Are you embracing your oceanic nature?

What matters

Aug 8, 2024

The talk, the bravado, the strutting. Confidence and posture.

We see it repeatedly. None of that matters.

Ultimately, it’s what you do.

Quiet-spoken Cole Hocker stole the show in the men’s 1500m final. While the favorites dueled with words for months, positioning themselves for 90% of the race, they forgot others were competing.

In the last stretch, Hocker steamed ahead on the inside to steal gold.

Are you focused on looking good or being good?

A different focus, however, only one matters and is the one with a positive, lasting impact.

Be in it to win it

Aug 7, 2024

If we seek to compete, we likely want to win.

One aspect stands supreme, regardless of strategy.

To win it, you need to be in it.

Waiting for another day, for alternate conditions, may mean waiting forever.

The race you’re in is now.

Are you on the sidelines or in the game?

Wait and see

Aug 6, 2024

Kristen Faulkner stole the women’s cycling road race with 2 miles to go. After four grueling hours, she broke away from the leading pack.

The other three riders, all strong contenders, hesitated. They waited to see who would lead the chase.

No one did.

If we wait for others, we might find that it never happens. If we want something badly enough, we should take charge.

Are you waiting, or are you winning?

A game changer

Aug 5, 2024

In the 50-meter men’s fly, Australian Cameron McEvoy defied traditional methods to clinch Olympic gold and the Olympic record.

McEvoy’s secret? Abandoning endurance training for intense, focused sprints. Shorter, yet more potent.

This defied norms, but his coach believed in the conviction to change.

The result? Gold.

What gold are you missing by following standard practices? Where do your hidden gems lie?

Are you ready to challenge conventions and strike gold?

Death by status quo

Aug 4, 2024

The status quo is easy. Comfortable. Seemingly safe.

But here’s the twist: change is inevitable. The very thing we find comfort in today could lead to our downfall tomorrow.

A study by Innosight found that the average lifespan of S&P 500 companies decreased from 61 years in 1958 to 18 years today. Why? Many fell victim to the status quo.

Where are you falling into this trap?

Remove emotion

Aug 3, 2024

The seemingly simple becomes complex. We can’t fathom why it’s so difficult. Conversations derail. Communication frustrates rather than solves.

The culprit? Emotion.

Our passion erupts, clouding the message and transforming the experience. Sound familiar?

The solution is simple, yet challenging: Remove emotion.

Easier said than done? Share with a trusted friend or advisor. Their objective lens can guide you through the emotional fog.

It’s a human flaw, passion become a weakness, but don’t beat yourself up. Get help. Clear the air. Communicate effectively.

How badly do you want it?

Aug 2, 2024

There are many things we may want to attain. Six-pack abs. Mastery of a skill. Meaningful relationships. Financial success.

The question isn’t what you want or if you can do it.

It’s how badly do you want it?

We’ve proven repeatedly: if we want something badly enough, we’ll get it.

But in the space of uncertainty and ambivalence, progress stalls.

Rather than constantly feeling inadequate or failing, ask yourself, how badly do you want it? Your answer might be the only thing standing between you and your goals.

Observing the precautionary principle

Aug 1, 2024

The precautionary principle is a risk management approach that encourages caution when introducing innovations that might cause harm. It’s why we turn off our devices during takeoff, just in case of radio interference.

But here’s the kicker: we’re wildly inconsistent in applying this principle.

Take GMOs, for instance. We consume them without a second thought despite potential long-term health effects. A study by the Pew Research Center found that 57% of Americans believe GMOs are generally unsafe to eat, yet they’re in about 70% of processed foods in U.S. supermarkets.

As Michael Pollan, author of “The Omnivore’s Dilemma,” says, “The way we eat represents our most profound engagement with the natural world.”

Daily, we ignore the precautionary principle. We use smartphones despite concerns about radiation. We drive cars knowing the environmental impact. We consume social media, ignoring potential mental health effects.

A report by the European Environment Agency found that in numerous cases, early warnings about potential hazards were ignored, leading to serious and often irreversible harm to health and the environment.

So, why should we consider the precautionary principle more broadly?

Long-term sustainability: It encourages us to think beyond immediate benefits.
Public health: It prioritizes safety over profit or convenience.
Environmental protection: It can prevent irreversible damage to our ecosystems.

Applying the principle doesn’t mean halting progress. It means careful consideration and thorough testing before widespread adoption.

Do we embrace a more cautious approach to innovation? Or will we continue to leap before we look?

Human intelligence in AI

Jul 31, 2024

There’s a palpable fear surrounding AI capabilities. Organizations tremble at the potential upheaval in their landscapes. Functions are rapidly evolving, presenting both benefits and threats.

But here’s the twist: AI and machine learning are what we make of them.

A study by PwC found that 72% of business decision-makers believe AI will give them a business advantage. Yet, according to Gallup, 67% of employees fear AI will make their jobs obsolete.

The reality is that human intelligence is crucial at every juncture. We’re the ones making the choices, the yeses and noes.

As the chess grandmaster Garry Kasparov wisely noted, “Human plus machine isn’t the future; it’s the present.”

The real issue arises when we choose to defer our intelligence to machines. That’s when we risk losing control – not because AI took it, but because we gave it away.

AI is a tool, not a replacement. It’s up to us to wield it wisely.

Are you ready to embrace AI while keeping your human intelligence firmly in the driver’s seat?

Create innovative environments

Jul 30, 2024

Most organizations seek innovation to progress, grow, and create competitive differentiation. But can we truly create innovation, or are we just getting out of its way?

Think of a child’s natural creativity. It’s unbridled until adults rein it in to conform to social norms. The same principle applies in organizations.

A study by Adobe found that 75% of people think they are not living up to their creative potential. Why? Fear of failure, potential repercussions, and the comfort of conformity.

As Mo Gawdat, former Chief Business Officer at Google X, says, “Innovation is not about adding stuff. It’s about eliminating the barriers to natural creativity.”

So, how do we create an environment that doesn’t kill innovation?

Embrace failure: A Harvard Business School study found that teams celebrating failures are more innovative.
Encourage diverse thinking: Research in the Journal of Applied Psychology shows diverse teams are 35% more likely to outperform homogeneous ones.
Provide time for exploration: Google’s famous 20% time policy led to innovations like Gmail and Google News.
Foster psychological safety: A study by Google found it to be the most critical factor in high-performing teams. Accept that failure may occur, and be surprised when is does not.

Innovation isn’t something you create. It’s something you allow to happen by removing the barriers.

Let’s go back to what we do naturally. As with children, let them play. Allow the exploration and space for it to prosper.

Controlling perspective

Jul 29, 2024

We have more control over our thoughts than we realize. Yet, we often allow our minds to wander aimlessly, dwelling on matters close and afar. We feel the world’s weight on our shoulders but fail to recognize that we can shift our attention.

From Darfur to Myanmar to Haiti, suffering abounds. Globally, 14% of the world’s population is experiencing conflict for economic gain, territorial expansion, religious or cultural reasons, and political balances of power. Are we aware? These struggles are real and deserve our attention and action. But why are we drawn to some struggles more than others?

It’s a choice whether we acknowledge it or not. We have the power to direct our attention and to choose what we ponder. We can focus on the negative, allowing it to drain our energy and dampen our spirits. Or we can choose to focus on the positive, on the things we can control and the actions we can take to make a difference.

This isn’t to say we should ignore the world’s problems, which are far from it. But we must recognize that our perspective shapes our reality. If we constantly dwell on the negative, it will color our entire experience.

So, pause and reflect. Why do specific thoughts absorb us? Why do we allow ourselves to get caught up in negative spirals of thinking? Recognize the control you have over your ruminations.

Your perspective is yours to shape. You can choose what you focus on and what you allow to influence your thoughts and emotions. Choose wisely. Choose a perspective that empowers you and inspires you to make a positive difference.

Why fountain pens

Jul 28, 2024

Why bother with fountain pens? They’re finicky, need refilling, and can be expensive. But ask yourself: why bother with anything?

Often, a small change can elevate an entire experience. Sure, a ballpoint is convenient, but does it pleasure you as the nib glides across the paper?

This isn’t just about pens. It’s about life.

Canned tomato sauce is easy, but where’s the joy? A cheap mattress saves money but at what cost to your sleep quality?

We often sleepwalk through life, unconscious of small pleasures. Yet when asked what we want, we say “to be happy.”

Ironically, we chase happiness in grand, intangible goals while it’s available daily in small doses.

A Journal of Consumer Research study found that investing in small, frequent pleasures brings more happiness than rare, expensive ones.

What gives you pleasure? Coffee? Grilling? Writing? Sleeping? It’s not the exceptional but the daily that shapes our joy.

Be intentional. Elevate the 80% of experiences you have each day without much thought. As Annie Dillard said, “How we spend our days is, of course, how we spend our lives.”

Find joy in the small things. It’s waiting for you to notice.

It’s only a number

Jul 27, 2024

“Growing old is mandatory, but growing up is optional,” Walt Disney once quipped.

We all age. The years tick by relentlessly. But what matters isn’t the number. It’s the mindset.

You can get old before your time, succumbing to societal expectations of age.

Or you can embrace the wisdom a wise woman often shared with me: “You’re only as old as you feel.”

Age is just a number. Your vitality, curiosity, and zest for life truly define you.

So, how old are you? The answer might surprise you.

Life’s formula for success

Jul 26, 2024

Aspiring to succeed? Whether in business, a profession, or personal endeavors, a simple formula delivers results across the board.

Three elements will get you there:

Ambition: The desire and drive to succeed in something you passionately believe in and enjoy. Without this, it’s always an uphill battle. In fact, it’s a dream at best and a nonstarter. You can be hardworking, but without the inner fire, the mountain is relentless. As Steve Jobs once said, “The only way to do great work is to love what you do.”
Discipline: The fortitude to do what you commit to and the work required repetitively. Appreciate that small gains add up to big impact. The “overnight success” is built on a foundation of grit and relentlessness. Muhammad Ali put it perfectly: “I don’t count my sit-ups. I only start counting when it hurts because they’re the only ones that count.”
Consistency: Sameness, repetitive, mundane, repeated. Do it again and again until you near the ideals of perfection. Then move that bar further in pursuit of the ideal you imagined. As Aristotle wisely noted, “We are what we repeatedly do. Excellence, then, is not an act but a habit.”

There’s no magic bullet, no secret hacks. The formula is simple. No new plan, no simple tool, and no sage advice can replace the persistence to do the basics better than you did the day before and keep dreaming.

Success isn’t about sporadic bursts of brilliance. It’s about showing up, day after day, and putting in the work. It’s about falling in love with the process, not just the outcome.

Are you ready to apply this formula to your life? The ingredients are simple, but the results can be extraordinary. Where you are missing the mark, ask yourself, which of the three ingredients are you missing, and then make the change.

Behind the scenes

Jul 25, 2024

There’s an intricate dance behind every product, customer experience, or spectacle. Ideation, planning, execution – all essential.

But here’s the truth: Few truly care about your behind-the-scenes struggles.

When organizations fixate on challenges overcome, they lose sight of what matters most.

Problems are inevitable. People, processes, and systems will test your resolve.

But remember: No one cares what it took to get there. They care about what you ultimately deliver.

Are you selling your struggle or your solution?

Clear structures: Your performance foundation

Jul 24, 2024

Every organization wants to perform better. Better results. More efficiency. Improved effectiveness.

But how many start with the foundation? Clear structures.

Do your people know their responsibilities? How to execute? What success looks like?

Audi CEO Gernot Dollner emphasized “clear management structures, defined responsibilities, reduced interfaces, and efficient decision-making processes” when discussing their ambitious F1 project.

It sounds simple, right? Yet a Gallup study found that only 50% of employees strongly agree they know what’s expected of them at work.

Reflect on these questions:

Are all major processes accountable to a single person?
Can you define and measure success for each role’s top 3-5 responsibilities?
Does each person report to only one supervisor?
Do you have standard operating procedures for key processes?

If you answered “yes” to all, congratulations! You’re ahead of the curve.

If not, it’s time to revisit your organizational blueprint. This simple exercise could lead to tremendous improvements in performance and staff morale.

Clarity isn’t just nice to have. It’s the foundation of high performance.

Why accountability trackers?

Jul 23, 2024

Keeping pace with multiple tasks is a constant challenge. Too much oversight feels like micromanagement, while too little can lead to missed deadlines.

Enter accountability trackers. These tools provide a middle ground, offering transparency without intrusion.

A study by the American Society for Training and Development found that people are 65% more likely to complete a goal if they commit to someone. Accountability trackers leverage this psychology across entire teams.

These tools typically offer:

Team-wide transparency
Prioritization dashboards
Milestone tracking
Clear responsibility assignment

The key is finding a tool that fits your team’s needs. Focus on essentials like priority highlighting, milestone tracking, and automated reminders.

As Peter Drucker said, “What gets measured gets managed.” Accountability trackers put this principle into practice, helping teams stay focused and aligned.

The goal isn’t surveillance but empowerment. The right tracker can help everyone understand their role in the bigger picture, driving collective success.

I find that teams that are reluctant to adopt and consistently use any specific tracker often need it most. What’s holding you back?

Adjusting our guard

Jul 22, 2024

Recent reports warn of AI-generated misinformation. But is this surprising? The source of AI’s knowledge is the web itself, a breeding ground for disinformation.

We’re cautious in personal relationships, slow to trust. Yet, we readily believe strangers who engage us indirectly – news outlets, marketers, and now AI.

A study by the Pew Research Center found that 86% of Americans get news from digital devices, often without verifying sources.

Meanwhile, a MIT Sloan Management Review report reveals that only 35% of people trust AI systems.

The irony? We’re more skeptical of AI than the human-generated content it’s based on.

Are our guards misplaced? Are we trusting the wrong sources?

Perhaps it’s time to recalibrate our trust meters. We are as discerning with digital information as we are with personal relationships.

After all, in the age of information, skepticism might be our most valuable asset.

It’s not hard

Jul 21, 2024

While the products and settings may be similar, the service is inevitably what we recall most of any engagement and interaction.

Ultimately, it is how you make them feel. However, it is not the exception we recognize; rather, it is the consistency. When people go out of their way to solve a problem or make the experience more pleasant, it is what we choose. Yet, when it occurs throughout an organization, across the country in all locations, and even internationally, you have a brilliant customer experience.

If you seek growth, industry recognition, and competitive differentiation, customer experience may be your option. Satisfied customer will bring you more customers, dissatisfied ones, will keep others away. Make it a priority.

My pleasure, I hope that was helpful.

Manage the seasons

Jul 20, 2024

In nature, seasons dictate activity and focus. Why do we forget this in business?

Just as circadian rhythms affect our daily performance, seasonal rhythms impact our yearly productivity.

Farmers understand this. They rotate crops and let fields rest. Why? A study in the Journal of Agricultural Science shows crop rotation can increase yields by up to 25%.

Yet organizations often maintain the same focus 365 days a year. This is not only mundane but counterproductive.

Research from the Harvard Business Review suggests that companies with cyclical strategies outperform their peers by 47%.

Consider your organizational seasons:

Spring: Innovation and planning

Summer: High-energy execution

Fall: Evaluation and adjustment

Winter: Rest and reflection

By aligning with natural rhythms, you can optimize results and prevent burnout.

Remember, even the most fertile field needs a fallow period to replenish nutrients.

Are you managing your organizational seasons or fighting against nature’s wisdom?

Take a step further and consider your individual seasons. Nurture them and prosper.

Don’t look back

Jul 19, 2024

The Tour de France: a test of endurance, stamina, skill, and strategy. Stage 15, 2023. Two leaders are battling for supremacy.

Jonas Vingegaard, closing in on leader Tadej Pogačar. One moment changed it all. Vingegaard glanced back. In that split second, Pogačar attacked, opening a lead of over a minute.

The lesson? Looking back, I see uncertainty and a lack of confidence in your plan.

In business, a McKinsey study found that decisive leaders are 12 times more likely to deliver above-average returns.

As Muhammad Ali said, “He who is not courageous enough to take risks will accomplish nothing in life.”

Think of your own challenges. Where does uncertainty hold you back? Where do you keep looking over your shoulder instead of forging ahead?

Success comes from understanding your plan, leading, and looking ahead. Doubt is the enemy of progress.

So, in your race, are you pedaling forward with conviction or letting uncertainty slow you down? Remember, every backward glance is a moment lost. Keep your eyes on the prize.

Schedule rest

Jul 17, 2024

The quest for better, faster, more is relentless. We’re always adding: more meetings, new processes, extra functions. But when did we last stop to ask “why?”

A study by Atlassian found that employees spend an average of 31 hours per month in unproductive meetings. That’s almost four full workdays!

What if we gave it a rest? Imagine a day with no meetings. None. Zero. Zilch.

Or how about a day without emails or texts? Sounds scary, doesn’t it?

As Ernest Hemingway wisely said, “I love sleep. My life has the tendency to fall apart when I’m awake, you know?”

While meetings and communication tools are necessary, we’ve become overly dependent on them. They no longer work as intended.

Try this: Sanction a day of rest. No meetings. No emails. Just work.

You’ll learn a lot about your behaviors. You might even find you’re more efficient.

Remember, rest isn’t the opposite of productivity. It’s the foundation of it.

So, when was the last time you scheduled rest?

Prepare for the unexpected

Jul 16, 2024

Have you considered what could unravel you or your organization? The threats lurking in the shadows, waiting to pounce when you least expect them?

Risk management isn’t just a buzzword; it’s a lifeline. Aon’s study found that 60% of business losses stem from risks businesses aren’t prepared for.

Take Nokia, once the world’s largest mobile phone manufacturer. They failed to prepare for the smartphone revolution, resulting in a dramatic fall from grace.

On the other hand, Microsoft, under Satya Nadella, pivoted towards cloud computing and AI. Now, Azure is a $91 billion revenue stream, and ChatGPT opens untold possibilities.

Warren Buffett wisely noted, “Risk comes from not knowing what you’re doing.”

But it’s not just about knowing; it’s about preparing. Airbnb’s crisis management team, formed in 2017, proved invaluable during the COVID-19 pandemic, helping them navigate unprecedented challenges.

So, what are you not prepared for? A cyber attack? A key employee leaving? A sudden market shift?

Remember, it’s not paranoia if the threats are real. And in today’s world, they very much are.

Risk planning isn’t about predicting the future. It’s about being ready for whatever the future throws at you.

Are you prepared? Or are you just hoping for the best?

Eliminate clutter

Jul 15, 2024

We’re obsessed with accumulation. More stuff, bigger houses, expanded reach. But what if the path to growth lies in subtraction?

A study by the National Association of Productivity and Organizing Professionals found that 54% of Americans feel overwhelmed by clutter. In business, complexity often breeds inefficiency.

Consider this: What if you eliminated one unnecessary step in your process? Removed a program that doesn’t fit? Let go of that disengaged employee?

As Leonardo da Vinci said, “Simplicity is the ultimate sophistication.”

Stop and ask: What’s draining you or your organization excessively? Could its elimination simplify things? Can it be replaced with a simpler alternative, reduced significantly, or eliminated?

Sometimes, addition through subtraction is the most potent math of all.

Setting the emotional course

Jul 14, 2024

When we go on any car trip, it is inevitably far better when we plan the route we will take and anticipate stops along the way. Before GPS systems and the ease of navigation maps, doing this with maps was necessary. Without that, disaster.

Charting our emotional course can be as important. There are days when we may feel down, melancholy, and just down—whether due to gloomy weather, a family member leaving home, or upsetting news.

It happens. That is okay. It is an emotion, and we are entitled to it. It is important to understand why. When we have that, we can now project forward and set the course of our emotional journey. Do we want to just be down, or can we see the bright side and positivity and embrace that as a reason for joy?

We can often largely dictate our mood and how we feel. Emotions happen, but how we allow them to manifest is all a choice.

A strong challenger

Jul 13, 2024

If we seek growth, we need challenges. It’s not about having fewer problems but bigger ones. If you’re not feeling stretched, maybe your challenges aren’t big enough.

Real growth, however, often comes from those around us who provide the push—a teammate, a supervisor, a coach—someone who doesn’t let us languish in our comfort zone.

A study by the Center for Creative Leadership found that challenging assignments are the primary source of learning for 70% of executives.

As John F. Kennedy said, “We choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard.”

We need someone who knows we’re capable of more and is prepared to push us towards those goals. Not someone friendly and cuddly, but someone demanding and believing.

If you don’t have that person, find one. Your growth depends on it.

Comfort is the enemy of progress. The suitable challenger can be the catalyst for extraordinary achievement. They’re not just supporters; they’re your personal growth accelerators.

Ask yourself: Who’s pushing you to be better? If you can’t name someone, it’s time to seek out your strong challenger.

Getting ahead

Jul 12, 2024

Most individuals and organizations want to get ahead.

Often, we know what it takes to get ahead and reach the pinnacle.

But it is hard. If it was easy, everyone would do it, and then it would not be a winning proposition.

And because of that, we shy away and stay where we are.

Instead of shying away, lean into it that which is hard. If you are passionate about it, you have found your winning differentiations.

Don’t believe everything you think

Jul 11, 2024

Your thoughts are not reality. They’re just mental noise, a constant chatter that often drowns out your inner wisdom. We live through our perceptions, not in reality itself. Our feelings stem from our thinking about events, not the events themselves.

Like the young monk in the story, disturbed by an empty boat, we react to our thoughts, not what is. The monk’s anger was directed not at the ship but at his reaction to it. All the people or situations that upset us are just like that empty boat – they don’t have the power to make us angry without our reaction.

The mind’s job is survival, not fulfillment. When we don’t understand this, we get angry and frustrated with it. If we keep using our minds, we’ll constantly stay in a state of fight or flight, experiencing anxiety, fear, frustration, and other negative emotions because the mind thinks everything is a threat.

We must go beyond our thoughts and tune into something more significant to find peace, love, and joy. Our goals and dreams should come from inspiration, not desperation. When we create from abundance, we feel profoundly moved and expansive, pulled by a force to manifest something in the world.

The truth is only ever within you. Listen to your intuition, your inner wisdom, not the mental noise. When you do this, you’ll see miracles in your life that you never could have expected or dreamed of.

Human touch

Jul 10, 2024

How many emails and texts do you need to know your package is arriving? One? Five? Twenty?

We’re outsourcing human engagement to automated systems, losing the personal touch in the process. One more notification becomes one too many.

Maya Angelou wisely said, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

The repetitive email or text? Just an annoyance. We’ve skewed the metrics of customer experience.

Sometimes, less automation means more satisfaction.

Cultivating cultural strength

Jul 9, 2024

A strong culture isn’t just about ping-pong tables or casual Fridays. It’s about shared values, clear purpose, and unwavering commitment. The invisible force shapes behavior, drives decisions, and fuels innovation.

You know you have a strong culture when:

Employees are proud ambassadors eagerly sharing your mission.
Turnover is low, and top talent is knocking at your door.
Innovation thrives, with ideas flowing freely from all levels.
Decisions align seamlessly with company values.
Feedback is given and received openly, without fear.

Red flags that your culture needs work:

High turnover and difficulty retaining talent.
Lack of engagement, with employees just going through the motions.
Focus on rules and micromanagement over results and trust.
Silos and lack of collaboration between teams.
Resistance to change and new ideas.

If you’ve got a strong culture, nurture it relentlessly. It’s not a one-and-done effort, but a constant gardening of your organizational ecosystem. Celebrate it, reinforce it, and let it guide your growth.

If your culture is weak, it’s time for a revolution. This isn’t just about HR initiatives or team-building exercises. It’s about fundamentally reshaping how you operate, communicate, and value your people.

Because culture isn’t just nice to have—it’s your competitive edge. In a world where products can be copied, and strategies can be mimicked, your culture is the one thing competitors can’t replicate.

Invest in your culture, and watch as other positive changes naturally follow. Building a better workplace is not just about building a better business.

Which race?

Jul 8, 2024

We wonder why we fail to attain our goals, yet we provide little specificity of our aim.

It’s like running a race without knowing the distance, start time, rules, competitors, equipment needed, or the expected timeframe and constraints.

As Zig Ziglar said, “A goal properly set is halfway reached.”

Committing to run the race is great, but which one are you committing to? It may affect how you prepare and what you do. Specificity will empower success.

It’s amazing

Jul 7, 2024

So much occurs each day that we take for granted: a meal, the cross-walk attendant who always greets and smiles, an unexpected, well-thought-of service. Yet, so much of that goes unnoticed.

Every day is filled with amazing things; the issue is our inability to recognize and appreciate them. Life is rich; we don’t see it.

A simple question each day may help: ‘What was amazing for me today?’ Try it consistently, you may find it too.

Your life’s tattoo: What’s your mark?

Jul 6, 2024

“2-2-4.’ “Today, tomorrow, Forever.” Someone’s tattoo, but one with deep implications.

What would yours be? A life motto in three words. Your personal brand, etched in ink.

Studies show that 38% of Millennials have tattoos. Each one tells a story.

As Zig Ziglar said, “You were born to win but to be a winner, you must plan to win, prepare to win, and expect to win.”

What’s your winning mantra? Does it mean so much you would be prepared to brand yourself with it for life.

Cleaning up

Jul 5, 2024

Is there anything more gratifying? A refreshing shower, crisp clothing, possibly even a trim. The results are almost instant. Even cleaning out a closet or room can give you so much satisfaction. A simple drawer was reorganized, and the deck power washed.

Yet it is rare that organizations step back and ask, “What do we need to clean up that is bringing us down?” A process, an outdated system, an organizational structure, and even prohibitive guidelines and practices are all subject to a clean-up. It will likely extend to people too. Refocus efforts, reset expectations, and realign resources.

Clean-ups are invigorating and should be a regular practice, similar to that annual spring clean.

Independence Day: A call to action?

Jul 4, 2024

As fireworks light up the sky and the scent of barbecue fills the air, it’s easy to get lost in the festivities of the 4th of July. But amid the celebration, we should ask ourselves a deeper question: What are we giving back to ensure the American dream remains alive for future generations?

The 4th of July marks a pivotal moment in our nation’s history. It’s not just about hot dogs and parades; it’s about the birth of an idea – that all people are created equal and have the right to life, liberty, and the pursuit of happiness. But with great freedom comes great responsibility.

According to a Gallup poll, only 27% of Americans are “extremely proud” to be American, the lowest level since the survey began in 2001. This statistic isn’t a reason for despair but a call to action. It’s an opportunity to reflect on what we can do to rekindle that pride and strengthen our nation.

As John F. Kennedy famously said, “Ask not what your country can do for you – ask what you can do for your country.” This sentiment is as relevant today as it was in 1961. But what does it mean in practice?

It could mean volunteering in your community. A Corporation for National and Community Service report shows that about 30% of Americans volunteer, contributing an estimated $187.7 billion worth of service. Imagine the impact if we could double those numbers.

It might mean engaging in civic duties beyond just voting, such as attending local government meetings, writing to your representatives, or even running for office yourself. Only 65% of eligible voters cast ballots in the 2020 presidential election. While this was a record high, it still means that over a third of eligible voters didn’t participate in this fundamental democratic process.

Or perhaps it’s about fostering unity in an increasingly divided nation. A Pew Research Center study found that 90% of Americans believe the country is divided over politics. What if we consciously tried to bridge these divides, listen to those with different views, and find common ground?

It could also mean supporting education initiatives. The United States ranks 38th out of 71 countries in math and 24th in science. By mentoring students, supporting local schools, or advocating for better education policies, we can help ensure the next generation is prepared to lead our nation forward.

Maybe it’s about preserving our environment for future generations. The U.S. is the second-largest emitter of CO2 in the world. Small actions like reducing waste, conserving energy, or supporting clean energy initiatives can add to significant change.

Or it could be about supporting our veterans, who have given so much for our freedom. Despite improvements, many veterans still struggle with unemployment, homelessness, and mental health issues. What can we do to ensure they receive the support they deserve?

The beauty of America lies in its diversity – not just of people, but of ideas and opportunities to contribute. There’s no one right way to give back. The important thing is that we do.

As we enjoy the festivities this Independence Day, let’s also take a moment to reflect. Let’s ask ourselves: How can I contribute to America’s ongoing story? How can I help ensure that the ideals of freedom, equality, and opportunity remain vibrant and accessible to all?

True patriotism isn’t just about waving a flag or singing the national anthem; it’s about actively participating in the continuous process of building a better nation. It’s about recognizing that we are all part of something bigger than ourselves, and each has a role in shaping our country’s future.

So, this 4th of July, let’s celebrate not just our past but our potential. Let’s honor our history by committing to creating a brighter future. Let’s make our independence truly meaningful by embracing our interdependence and shared responsibility to one another and the ideals that make America unique.

As you watch the fireworks this year, let each burst of light remind you of the spark within yourself – the power you have to make a difference, contribute, and give back. In the end, America is not just a place on a map. It’s an idea, a dream, a work in progress. And we are all its custodians.

Happy Independence Day. Now, what will you do to keep the spirit of ’76 alive? Undoubtedly, we all want to leave for our grandkids more than what we have received and thrived on.

Solace in deadlines

Jul 3, 2024

We often despise them, yet deadlines are the unsung heroes of productivity. From project completions to bus schedules, time constraints shape our lives.

Contrary to our grumbling, we thrive on deadlines. Imagine a world without start or end times—chaos, right?

External deadlines command respect. We meet bid submissions and payment dates without fail. But internal deadlines? That’s where things fall apart.

A study by the Harvard Business Review found that 90% of projects experience delays or overruns. The culprit? Often, it’s not the individual but unclear expectations or lack of reinforcement.

As Thomas Edison once said, “Being busy does not always mean real work. The object of all work is production or accomplishment, and to either of these ends, there must be forethought, system, planning, intelligence, honest purpose, and perspiration.”

Organizations that master deadlines master success. It’s not about wielding a stick but offering a carrot. Clear expectations, consistent reinforcement, and a culture of accountability are critical.

Remember, deadlines aren’t the enemy. They’re the scaffolding upon which outstanding achievements are built. Embrace them, and watch your productivity soar.

Competitive advantage

Jul 2, 2024

We want it. Even when we believe we lack a competitive streak, we still look over our shoulders to see what others in our industry, sphere, and market are doing. It is a benchmark. Their progress, demise, and news will catch our attention.

So, how do we stay ahead of others who compete where we are? Assuming all else is equal, there are a few simple questions we should look to answer to stay ahead of the game.

What do clients expect from our industry? What does winning look like and require
What is it that our industry is poor at?

The first requires us to participate in a competitive conversation. However, question 2 could be a differentiator. What frustrates customers about our industry? What are we infamous for? What do we not do well?

If answered and become a foundation for the organization, these questions can be game changers. Yet, in many cases, organizations have no idea what the customer thinks. They have an idea, an inkling self-formed, with no certainty. Have you ever asked your customers what they value about you or what they believe the industry does poorly? You can guarantee the responses will differ from your perspective.

To get ahead of the competition, do what the industry is typically bad at. Commit to it and use it as your point of distinction.

Appropriate response

Jul 1, 2024

When we assess, comment on, and provide feedback on an experience, we can easily cloud all the elements in our overall review. The room was tired, the product was not to our liking, and the experience was not as we are accustomed to.

It is easy to label everything as negative when there is only an element that is different from our expectations of desire. The hotel was not bad, the store was not poor, and the organization was not service-oriented.

Simply giving specific feedback may be more effective; in some cases, it may just be a difference in preference.

Sleep: A secret superpower

Jun 30, 2024

Counting sheep. Again. It’s a sad state of affairs. Performance dips, caffeine becomes your best friend and those sugary snacks? Suddenly irresistible.

But here’s the wake-up call: sleep isn’t a luxury. It’s a necessity. A study by the National Sleep Foundation found that adults who sleep 7-9 hours a night report higher productivity, better mood, and improved overall health.

As Arianna Huffington, sleep evangelist and author of “The Sleep Revolution,” puts it, “Sleep is the ultimate performance enhancer.”

The statistics are eye-opening:

Sleep-deprived workers cost the US economy $411 billion annually (RAND Corporation)
Just one night of poor sleep can reduce your cognitive capacity by up to 30% (Sleep Health Journal)

There are countless remedies, from meditation apps to blackout curtains, sleep-tracking devices, and old-school warm milk. Find what works for you.

Make sleep a priority. Your body, mind, and colleagues will thank you. As Matthew Walker, neuroscientist and author of “Why We Sleep,” says, “The shorter your sleep, the shorter your life.”

Bid farewell to Grumpy and Sleepy. Embrace your inner Happy. Because in the race for success, sometimes the best thing you can do is close your eyes and rest.

Fit

Jun 29, 2024

You either are, or you aren’t.

Relative to what expectations. If your own, you may grant some latitude and may grant yourself forgiveness. If others depend on you being fit, you have none.

Fitness is not a matter of ego but rather responsibility.

Delegation: Trust or micromanage

Jun 28, 2024

Delegation is a dance, but many leaders stumble through it. They assign tasks, then hover, changing scope and timelines on a whim. The result? Demotivated employees and frustrated leaders.

According to a Gallup study, only 30% of employees feel their opinions count at work. This lack of trust and autonomy is a recipe for disaster.

Richard Branson once said, “Delegation is one of the most important leadership skills. The ability to delegate is the main difference between a good leader and a great leader.”

But proper delegation isn’t about offloading tasks. It’s about empowering others to own projects and grow. When leaders let go, they’re often pleasantly surprised by the results.

The key? Trust. Do you trust your team? If not, why did you hire them? If you do, prove it by stepping back.

A study by the Harvard Business Review found that employees who feel trusted are 76% more engaged at work. That’s a game-changer for productivity and innovation.

Remember, control is an illusion. Authentic leadership is about building a team that can function without you. As Steve Jobs said, “It doesn’t make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do.”

So, leaders make the first move. Let go. If they fail, teach and learn. If they succeed, celebrate. That’s how organizations grow, scale, and prosper.

Ignite the inner spark

Jun 27, 2024

Enthusiasm: a simple word with immense power. You’ve felt it. Some people radiate such exuberance that you wonder what they had for breakfast. Others dampen spirits so effectively you question their presence.

How we show up matters. If enthusiasm eludes us, perhaps it’s best to stay home. A one-off slump is understandable; perpetual negativity is repelling.

Your enthusiasm is visible and infectious, setting the tone for all impressions, especially the firsIn people-centric roles, it’s not just beneficial—it’s essential.

We work with people

Jun 26, 2024

In organizations, they may be referred to as staff, employees, or the team. Regardless of the name we associate with them, it is all about people. These are individuals with lives well beyond the workplace. They have families, friends, interests, hobbies, and passions. They like some things and dislike others equally. And yes, they, too, have emotions, personal issues, and challenges they need to address. They are the same person.

Yet, all too often, in organizations, we are so fixated on getting the job done that we forget it is people who typically perform the functions. Even in automated systems, people are at the base of the function.

If we get to know our team, we are likely to be able to uncover what makes them unique and how we can help them love what they do each day and even enjoy it. In turn, we get results. The leader who fails to know their team is merely satisfied with suboptimal. We will never get the most from people until we connect with them.

It does not take much time, but instead scattering some simple questions, such as, “What did you get up to this weekend,’ ‘what do you do to relax outside work? What do you love?’ Nothing to it but a mere demonstration of ‘I see you as an individual, and who you are matters.’

If you want results, know the person, not the title or role.

Unrealistic goals

Jun 25, 2024

Organizations that seek growth inevitably fall short for one simple reason. The inability to dream big. If the goal line is attainable and near, the effort required is nominal, and the thinking is indifferent.

An outlandish aspiration forces new thinking, brings renewed vigor, and calls for a different approach.

If you seek growth, start with big thinking. A goal that you feel passionate about yet almost feels insurmountable. If you cannot imagine it, you cannot get there.

The Blackberry click

Jun 24, 2024

When the iPhone began to captivate the market with its array of integrated functions—a phone, texting, music, and so much more—Blackberry created a flat-screen keyboard that emphasized ‘the click.’

What’s your click?

Charting the course

Jun 23, 2024

When we go on a car trip, planning the route and anticipating stops is inevitably better. Before GPS and easy navigation apps, using physical maps was necessary. Without that, disaster loomed.

Charting our emotional course is equally important. Some days, we may feel down or melancholy. Gloomy weather, a family member leaving home, or upsetting news can trigger these feelings.

It happens. That’s okay. We’re entitled to our emotions. What’s crucial is understanding why. Once we do, we can project forward and begin our emotional journey. Do we want to wallow in sadness, or can we find the bright side and embrace it as a reason for joy?

We can often dictate our moods and feelings. Emotions happen, but how we allow them to manifest is our choice.

Source of inspiration

Jun 22, 2024

Inspiration isn’t always an internal spark. Sometimes, we need to look outward to ignite our creativity and passion.

Immerse yourself in nature. A sunset, a forest trail, or a starry sky can awaken wonder and fresh perspectives.

Dive into art. Museums, galleries, or street murals can stimulate your senses and spark new ideas.

Engage with others. Conversations with diverse individuals can challenge your thinking and broaden your horizons.

Read voraciously. Books, articles, and poetry can transport you to new worlds of thought.

Travel, even locally. New environments can jolt you out of your routine and inspire novel approaches.

Attend events. Conferences, workshops, or local meetups can expose you to cutting-edge ideas and passionate people.

External inspiration isn’t about copying. It’s about allowing the world to awaken your unique creativity.

Best program ever

Jun 21, 2024

We all seek a program, tool, membership, framework, or product to help us do the job.

There is a surefire solution.

Take the time and assess your needs beforehand, how this can help you, and the benefits you desire
Assess the options against your predetermined criteria and choose the one that suits your needs.
The most critical step. Take it on and use it as intended, consistently and deliberately.

The best solutions are the ones we use. The membership works if you follow it deliberately. The tool is ideal when applied regularly, and the framework and strategy are practical when executed diligently.

It’s relatively simple. The issue is rarely the tool but the users who interact with it. If the desired results are essential, you need to apply them repeatedly. Ask any of those who have attained greatness. There were many days when it felt difficult, hard, and even painful to do what they knew was necessary; however, it worked.

Define your priority, select the application that can help you, and then apply. You have the answer to all the best programs you will ever need.

Tiring brands

Jun 20, 2024

In a constantly evolving world, it’s easy for brands to become tired. Like that old sofa or dated outfit, a once-shining brand can quickly lose its luster if it fails to keep up with the times.

Take Blockbuster, for example. Once the king of video rentals, it failed to adapt to the rise of streaming services like Netflix. Or Kodak, the photography giant that didn’t embrace the digital revolution fast enough. These brands, once household names, are now cautionary tales.

But it’s not just products that can become tired. Services, too, can fall out of step with the needs and expectations of modern consumers. Taxis struggled against the rise of Uber, and traditional hotels have had to up their game in the face of Airbnb.

A study by McKinsey found that companies that adapt to disruption are more likely to succeed in the long term. Those that don’t? They risk becoming irrelevant or, worse, extinct.

However, some brands have managed to pivot successfully. Apple, once known for its computers, reinvented itself with the iPhone. Netflix, which started as a DVD-by-mail service, became a streaming giant. These brands understood the need to evolve and stay fresh.

As Harvard Business School professor Clayton Christensen put it, “The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and business model that make them good at the existing business make them bad at competing for the disruption.”

The lesson? Don’t get too comfortable. Constantly assess your brand, products, and services. Are they still relevant? Do they still meet your customers’ needs? If not, it might be time for a change.

As Seth Godin says, “If you’re not remarkable, you’re invisible.” In a world of tired brands, innovators will stand out and thrive.

False relief

Jun 19, 2024

In the sweltering depths of the NYC subway, a rushing train brings a brief respite from the oppressive heat. But the relief is short-lived, and soon, the stifling air returns.

We seek similar reprieves at work—a coffee break, a quick scroll through social media, a water cooler chat—but these are temporary distractions from the underlying issues.

To find true comfort, we must confront the sources of our discomfort head-on. Band-aid solutions will not work in the long run.

Start at the end

Jun 18, 2024

Imagine being on a tour, and no one knows what is happening. It’s not an adventure; it’s a recipe for frustration. Yet, this is how many organizations operate – packing for a vacation without knowing the destination.

Leaders who take the time to set out the endpoint they seek ultimately find that they not only attain the results they expected, but the path towards it is less fraught with deviations and frustrations. A simple question is, “What does success look like?” This can apply to strategies, initiatives, products, projects, and even simple meetings.

When we attempt any complex task, there are likely many paths and multiple decisions that may lead to varying outcomes. We often find that the best route forward is to be clear of the endpoint we seek to achieve.

This adage applies to many elements in daily life, but as much so in business. When taking a vacation, being clear about where we are going and what we want to do helps us align the journey, packing, accommodation, and activities with our goals. Understanding our personal goals gives us an understanding of what we must do to achieve them.

Knowing what we expect to attain will likely get us there faster.

Lessons from the track

Jun 17, 2024

Le Mans. A name that evokes images of speed, endurance, and pushing the limits of humans and machines. This 24-hour race has been the ultimate test of grit and teamwork in motorsport for a century. It ran the past weekend, with over 300,000 fans attending the event in France this past week.

But what can a race teach us about leadership and high performance in the business world? As it turns out, quite a lot.

At Le Mans, success isn’t about raw speed alone. It’s about consistency, strategy, and adapting to changing conditions. Sound familiar? These are the same qualities that define outstanding leadership.

Just as a Le Mans team must work seamlessly together, each member understanding their role and trusting in their teammates, so too must a high-performing business team. And just as a Le Mans driver (each team has three) must balance speed with the need to preserve their car for the long haul, a leader must balance short-term gains with long-term sustainability.

However, perhaps the most critical lesson from Le Mans is about grit. When you’re in hour 23 of a 24-hour race, exhausted and pushing yourself beyond what you thought possible, true character emerges. That’s when leaders are forged. Doors won’t close, rain spoils the home stretch, and a minor collision may incur penalties, but one continues.

In business, we all face our own Le Mans moments. Those projects that push us to our limits, those times when quitting seems like the easiest option. But in those moments, we can discover what we’re truly capable of.

“The challenge is not to be perfect… The goal isn’t to hold back until you’ve created something beyond reproach. The opposite is true. Our birthright is to fail and to fail often, but to fail in search of something bigger than we can imagine. To do anything else is to waste it all.”

So, the next time you’re facing your own Le Mans, remember: this is your moment to lead, to push yourself, and to find out what you’re made of. The checkered flag awaits.

Selling short

Jun 16, 2024

The concept used is associated with the notion that prices will fall at some future date. It is not an expression of optimism.

Yet, many of us often do this as individuals. We sell ourselves short. We underestimate what we can achieve or what we are capable of.

If we say no from the start, others will unlikely say yes.

Stop the practice. Instead, say I can until I repeatedly demonstrate I can’t. We should not fail at the first hurdle but rather use that immediate obstacle as one we learn from. And then, in time, we can assess our progress and the extent of failure or accomplishment.

Similarly, a focus on the issues we have today is mired in the approach of solving for now. Yet, when we engage on what is possible, dream big, and explore, we open whole new areas of potential.

If we sell ourselves short, who will believe we can?

But, if only…

Jun 15, 2024

We all have reasons for not getting things done. A person holding us back, a situation out of our control. But what if those reasons disappeared?

What would you do then? The answer to that question is where you should start.

As Seth Godin says, “The only thing that’s keeping you from getting what you want is the story you keep telling yourself.”

Your excuses are just that: stories. And you have the power to rewrite them.

So, what’s stopping you from starting? The answer is simple: nothing.

A full conversation

Jun 14, 2024

Conversations happen daily and regularly, and some have no bearing on us other than being merely connections between humans.

Yet, some discussions have a direct impact. We hear what is said, but then do we? Or do we hear what we choose to listen to?

What remains unspoken? We leave a discussion with open questions and then seek to connect the dots and fill in the blanks. Yet, again, it’s our story, and we later find ourselves feeling misunderstood, lacking clarity, and filled with ambiguity.

We should seek to have a whole discussion. It is now, and if we need to understand, let’s be sure to ask. If we leave it to interpretation, welcome to your world of fiction.

Have the entire conversation. It may take a little longer now, but what time will you need to invest later when it goes awry, and at what other expense? By being present, we not only improve outcomes but also demonstrate our care, adding to our deposits of trust.

Strategy: Compass or checklist?

Jun 13, 2024

Strategy. It’s a word that gets thrown around a lot in business. But what does it mean? Is it just a fancy term for a to-do list on steroids?

The author Steve Blank learned the hard way that strategy is not a series of tasks to be checked off. It’s a guiding principle, a north star that drives every decision and action. Without a clear understanding of your strategy, you’re just spinning your wheels.

Take Blank’s students, for example. They were going through the motions of Customer Development, but they didn’t understand the why behind it. To them, it was just another item on their to-do list. And when push came to shove, they abandoned it to launch on schedule.

But as Blank points out, executing mutually exclusive strategies is a recipe for disaster. It’s like trying to drive in two directions at once—you’ll end up going nowhere fast.

A study by the Harvard Business Review found that companies with a clear, coherent strategy outperformed their peers by 30%. But a strategy isn’t something you can pick off the shelf. It requires a deep understanding of your customers, your market, and your own capabilities.

Michael Porter, the godfather of modern strategy, said, “The essence of strategy is choosing what not to do.” It’s about making tough choices, saying no to the things that don’t align with your vision, and focusing relentlessly on the things that do.

Is your strategy a compass or a checklist? Are you making decisions based on a clear understanding of your goals, or are you just ticking off tasks? As Blank learned, the difference can be between success and failure.

Line in the sand

Jun 12, 2024

Some projects, by nature, never seem to have a deadline. And with them, they are also those who never seem to end—the new website, product development, and revising process. There is no real urgency, no pressing agenda, but it is likely a necessary outcome.

While we want to do it, maybe even be doing it, and repeatedly review where we are, a common disorder in our pursuit of perfection and improvement is that it often seems unattainable. There is something we need to add or consider, new thinking to be introduced, or something closer to the ideal. This is precisely the premise of Parkinson’s Law and an extension of it—we not only fill the time available to completion, but when we have no completion date, it is potentially infinite.

Putting it off another short while may add some value, but to what extent?

If we seek to make progress and get closer to the ideal, it is imperative that we set a time to release what we have and move forward. A line in the sand helps us evaluate where we are, obtain necessary feedback, and, more importantly, gives us the impetus to commit and complete.

We all do it, but for what purpose? Forget perfection; rather, get it out there and move on.

Dreaming big

Jun 11, 2024

We live in an age of instant gratification. We want results, and we want them now. But what if the key to truly remarkable achievements is taking the long view?

Consider the great cathedrals of Europe. These awe-inspiring structures took generations to complete. The architects and craftsmen who laid the first stones knew they might not live to see the final spire placed. Yet they poured their hearts and souls into the work, driven by a vision that transcended their lifetimes.

The same is true of breakthroughs in medicine and technology. The polio vaccine took decades to develop, and the iPhone was the culmination of years of incremental innovation. As Bill Gates once said, “Most people overestimate what they can do in one year and underestimate what they can do in ten years.”

But in our haste to create fast, are we sacrificing the opportunity to create something enduring? A study by the Long Now Foundation found that companies focused on long-term thinking outperformed their short-term-oriented peers by a wide margin.

Perhaps it’s time to permit ourselves to dream big. To set audacious goals that might take years, or even decades, to achieve. As Michelangelo famously said, “The greater danger for most of us lies not in setting our aim too high and falling short, but in setting our aim too low and achieving our mark.”

Shaping culture invisibly

Jun 10, 2024

“Culture cannot be taught but is caught.” This simple yet profound quote encapsulates how culture spreads within an organization. It’s not about grand speeches or detailed training manuals but about the behaviors and attitudes that leaders model daily.

As Gandhi famously said, “Be the change you wish to see in the world.” The same principle applies to organizational leadership. If you want a culture of innovation, you must embody curiosity and risk-taking. If you want a culture of respect, you must treat others with dignity and empathy.

A study by the Harvard Business School found that employees are more likely to adopt behaviors modeled by their leaders. Leader behavior was found to be the single strongest predictor of organizational culture.

However, modeling the right behaviors is only half the battle. Leaders must also be consistent in their actions. As Ralph Waldo Emerson observed, “What you do speaks so loudly that I cannot hear what you say.”

To shape your organization’s culture, start with self-reflection. Ask yourself: Are my actions aligned with the culture I want to create? Am I setting the example I want others to follow?

Culture is caught, not taught. And it all starts with you.

Blurred lines

Jun 9, 2024

We admire and seek confidence in our leaders and ourselves. We’re drawn to those who exude self-belief and navigate challenges with unwavering determination. But when does confidence cross the line into arrogance?

The dictionary defines confidence as “a feeling of self-assurance arising from one’s appreciation of one’s abilities or qualities,” while arrogance is “having or revealing an exaggerated sense of one’s importance or abilities.” The line between the two seems to be a matter of degree, with confidence becoming arrogance when it’s no longer grounded in reality and instead becomes a sense of superiority.

History provides numerous examples of individuals once praised for their confidence, only later criticized for their arrogance. Steve Jobs’ unwavering belief in his vision transformed Apple, but his unyielding management style and dismissiveness also earned him a reputation for arrogance. Similarly, Elon Musk’s confidence in revolutionizing industries has inspired many, yet his public statements and Twitter feuds have often been labeled arrogant.

In sports, Muhammad Ali’s bold declarations and Cristiano Ronaldo’s unwavering self-belief were critical to their success but sometimes bordered on arrogance. The same applies to women. Margaret Thatcher’s confidence earned her the nickname “The Iron Lady,” but her uncompromising leadership also led to accusations of arrogance. Oprah Winfrey’s confidence has made her incredibly influential, but her promotion of controversial figures has been seen as overconfidence.

A study by the University of Washington found that overconfident people are likelier to make risky decisions, ignore feedback, and be perceived as arrogant. But is this perception consistently accurate, or is it sometimes a reflection of our insecurities?

As Theodore Roosevelt once said, “Believe you can, and you’re halfway there.” Confidence is crucial for success, allowing us to take risks, push boundaries, and inspire others. The key is finding balance—cultivating confidence grounded in reality, open to growth, and tempered with humility. By appreciating confidence in others rather than labeling it arrogance, we can better recognize the qualities we seek to attain in ourselves.

Good enough

Jun 8, 2024

“Perfect is the enemy of good.” It’s a phrase we’ve all heard, a warning against getting so caught up in pursuing perfection that we fail to make progress. But what about the flip side? What about the danger of settling for “good enough”?

In a world where mediocrity is the norm, it’s easy to fall into the trap of thinking that as long as something is done, it’s good enough. But is it? Is “done” the same as “done well”?

Voltaire once said, “The best is the enemy of the good.” In other words, settling for “good enough” can be just as dangerous as chasing perfection. It’s the enemy of greatness, the killer of innovation and excellence.

A study by the Harvard Business Review found that companies that consistently strived for excellence outperformed those that settled for “good enough” by a significant margin. The pursuit of excellence, it seems, pays off.

But how do we find the balance? How do we avoid pursuing perfection while still pushing ourselves to be great? The answer lies in setting high standards but also in knowing when to say “done.”

As Seth Godin puts it, “Shipping beats perfection.” Sometimes, the most important thing is getting your work out into the world, even if it’s imperfect. Because the truth is, nothing is ever perfect. There’s always room for improvement.

The key is to strive for excellence and embrace the idea of “good enough for now.” To keep pushing forward, keep iterating, and keep making progress. Because in the end, that separates the good from the great.

Stepping back as a leader

Jun 7, 2024

As leaders, you often feel pressure to have all the answers to pave the way for others’ success. But is this always necessary or even beneficial?

As leaders, our instinct may be to take charge and ensure everything runs smoothly. But are we inadvertently stifling the growth and potential of our team by doing so?

A study by the University of Nebraska found that empowering leadership, which involves sharing power and giving employees autonomy, leads to higher levels of creativity, innovation, and job satisfaction.

As Lao Tzu wisely said, “When the best leader’s work is done, the people say, ‘We did it ourselves.'”

Perhaps it’s time to step back to create space for others to step up, to trust in their abilities, and to allow them the opportunity to lead. After all, we want to develop leaders and instill innovation and creativity in the organization, and the only way to do so is for all others to step up.

Like fishing, you are either prepared to do it for others all the time or you may take an opportunity and allow them to fish, too.

An indirect approach to unlock insights

Jun 6, 2024

When we’re too close to a problem, getting lost in the details is easy. We’re like a painter standing an inch from the canvas, unable to see the whole picture.

But what if we took a step back and looked at our challenges through a different lens?

That’s where the power of the indirect approach lies. Comparing our situation to something seemingly unrelated can give us a fresh perspective. It’s like using a mirror to see the back of our heads.

Research shows that analogical thinking can boost creativity and problem-solving skills. It’s not about finding a perfect match but letting our minds wander to new places.

As the saying goes, “The shortest distance between two points is a straight line, but it’s not always the most interesting path.”

So, the next time you feel stuck, try taking a detour. Look for parallels in unexpected places. You might be surprised at what you discover.

After all, as Thoreau once wrote, “It’s not what you look at that matters. It’s what you see.”

Frameworks: A business GPS

Jun 5, 2024

The journey from startup to success is rarely a straight line. It’s a winding road with obstacles, detours, and unexpected challenges. But what if there was a way to make that journey less daunting?

Enter frameworks. These time-tested tools provide a systematic approach to understanding, discussing, and tackling complex business challenges. They break down complexity into manageable components, provide a common language for teams to collaborate, and offer guardrails to prevent overcomplication and promote pragmatic decision-making.

As Dwight D. Eisenhower once said, “Plans are worthless, but planning is everything.” Frameworks are like a business GPS, helping founders plan their route, avoid pitfalls, and reach their destination faster.

However, not all frameworks are created equal. The best ones are industry—and stage-agnostic and have withstood the test of time. They cover critical areas like vision, goals, and structure, providing a comprehensive “framework of frameworks” for building an enduring business.

A study by the Project Management Institute found that organizations with standardized practices achieve better project performance. By adopting proven frameworks, founders can create a backbone of structure and discipline that enhances agility and resilience.

But frameworks are not one-size-fits-all. They should be adapted to fit the unique needs of each business, growing and changing alongside it. The key is to find the right balance between commitment, structure, and flexibility.

Steve Jobs once said, “Stay hungry, stay foolish.” By embracing proven frameworks and adapting them to their unique context, ambitious founders can chart a course toward a brighter, more prosperous future – not just for their business but for the world at large.

Lead like a coach

Jun 4, 2024

Every team craves a spark. The jolt comes from the leader—the coach pacing the sidelines, rallying their players. A fiery speech can reignite the dimmest embers into a roaring blaze, whether before the kickoff, during halftime, or during critical game moments.

In the corporate arena, however, this spectacle is a rarity. We label groups ‘teams’, yet where’s the coaching? Instructions come sporadically; guidance is a drizzle, not the downpour it ought to be. And still, we await miracles.

Visualize a sports team left to self-navigate without a coach. Absurd, right? Yet, that’s how businesses often run—on the fumes of chance rather than the fuel of leadership.

The leader controls the team’s pulse. To galvanize, direct, and ignite passion—that’s the leader’s call. Like a coach, the leader shapes plans, tweaks tactics, and molds mindsets. This is where transformations happen, where average teams morph into legends.

Adopt a sports team’s heartbeat in your business. The results won’t just show—they’ll astonish. Leave it to chance, and you leave success on the table. Lead with intention, and you’ll have a team that plays to win and lives it.

Ask another question

Jun 3, 2024

In the hit series True Detective, Sheriff Liz Danvers is known for a unique trait: she always asks her colleagues to ask another question—not just any question, but the one that gets to the heart of the matter. And she keeps on asking.

In our daily work, we’re constantly faced with decisions that require understanding, assessment, and analysis. But how often do we pause to consider if we’re asking the right questions?

Too often, we blurt out the first thing that comes to mind, leading to incorrect assumptions and lackluster conclusions. We engage in uninterrupted discussion, failing to step back and reflect on what information we genuinely need.

The next time you’re in a discussion, take a moment to pause. Consider whether the questions being asked will unlock the answers you seek.

Asking the right question is a skill that separates the good from the great. It’s the key to understanding, to problem-solving, to decision-making.

So, before you ask, ask yourself: is this the right question? Or is there another, more crucial one waiting to be discovered?

The past: Prison or propellant

Jun 2, 2024

The past happened. It’s done. Gone. But how often do we let it linger, reliving moments that no longer serve us?

We have a choice. We can carry the past with us, letting it shape our present and future. Or we can learn from it, resolve it, and let it go.

The past can be a prison, keeping us in old patterns and beliefs. Or it can be a fuel, launching us into a brighter future. Even dwelling on past success distracts us from what is at hand today.

Use the past merely as a guide for a direction forward, and adjust as you feel appropriate.

Potential: Simple to see, hard to reach?

Jun 1, 2024

Unlocking our potential—it’s a phrase that’s been thrown around so often that it’s almost lost its meaning. We’re told that we have limitless potential and that we can achieve anything we set our minds to. But if it’s so simple, why do so many of us struggle to reach our full potential?

The truth is that unlocking our potential is often simpler than we think. It’s not about some grand gesture or life-changing event. It’s about the small, daily choices we make. It’s about the habits we form, the mindset we adopt, and the actions we take.

As Aristotle once said, “We are what we repeatedly do. Excellence, then, is not an act but a habit.” It’s not about one defining moment but the cumulative effect of our daily practices.

A study by the University of Florida found that self-awareness is the key to reaching our potential. When we understand our strengths, weaknesses, and motivations, we can make better choices and take more purposeful action.

But simple doesn’t mean easy. Unlocking our potential requires us to step outside our comfort zone, challenge our limiting beliefs, and persist in facing obstacles. It’s a journey that demands courage, resilience, and a willingness to grow.

Ralph Waldo Emerson once said, “What lies behind us and what lies before us are tiny matters compared to what lies within us.” Our potential is already inside us. The key is to unlock it, one day at a time.

Business model: Blueprint or buzzword

May 31, 2024

The term “business model” gets thrown around like confetti in organizations. But what does it mean? And more importantly, why should you care?

Enter the Business Model Canvas. This strategic management tool, created by Alexander Osterwalder, is like a blueprint for your business. It breaks down your business into nine key components, from your value proposition to your revenue streams.

But why bother with this exercise? As Osterwalder himself says, “A business model describes the rationale of how an organization creates, delivers, and captures value.” In other words, it’s the foundation upon which your entire business is built.

IBM’s study found that companies with a transparent business model outperform their peers significantly. They have higher revenue growth, better profit margins, and more satisfied customers.

But crafting a business model isn’t a one-and-done deal. It’s a living, breathing document that should evolve as your business does. As Steve Blank, the father of the Lean Startup movement,
says, “No business plan survives first contact with customers.”
The Business Model Canvas forces you to think critically about each aspect of your business. Who are your key partners? What are your core activities? How do you reach your customers? By answering these questions, you can identify areas for improvement and innovation.

However, perhaps the most important aspect of the Business Model Canvas is putting the customer front and center. As Peter Drucker famously said, “The purpose of a business is to create and keep a customer.”

So, is your business model a strategic masterpiece or a collection of unconnected pieces? It’s time to break out the Business Model Canvas and find out.

Promoting wisely

May 30, 2024

Employees who climb the corporate ladder face a hidden challenge: the Peter Principle. Introduced by Dr. Laurence J. Peter in 1969, this concept suggests that employees are often promoted until they reach incompetence. It’s a trap that can stunt not only individual growth but also the development of entire teams.

A study by the Harvard Business Review found that over 60% of executives felt unprepared for the strategic challenges they faced upon being promoted. This highlights leaders’ critical role in ensuring their team members are rewarded for their performance and adequately prepared for new responsibilities.

Over the past decade, many organizations have created a trend —yes, it is a choice—of providing employees with scope for promotion. Soon enough, employees are only seeking promotion. In no time, they cannot feasibly be promoted every four to six months for years on end, leading to employee dissatisfaction, thus negating the initial reason for creating the speedy promotion cycle in the first place.

Authentic leadership is more than just recognizing talent; it’s about cultivating it. Steve Jobs once said, “Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could.”

Wise leaders understand that promotion is not just about ascending the corporate ladder but finding the right fit for each individual’s skills and potential, and helping them grow into these roles. They recognize that sometimes, the most effective growth is lateral, not just upward.

By focusing on developing their team members’ competencies and providing them with the tools and support they need to succeed, leaders can help their organizations avoid the pitfalls of the Peter Principle and foster a culture of proper growth and success.

In charge

May 29, 2024

Eventually, and inevitably, something will not go according to plan. The work did not start, was delayed, disrupted, or failed. It happens.
How we deal with it is telling. It went off course because of distractions, advice, input, and participation of others.

Or we own it. If it is yours, who is in charge? Why abdicate ourselves to others when we can take charge and do precisely as we know we should?

Knowledge thirst in organizations

May 28, 2024

Innovation. Growth. Learning. Words that sparkle on corporate manifestos. But peel back the page. Look around. Are these more than polished jargon? It’s a quest to gauge how deeply organizations drink from the well of knowledge.

A proper growth mindset is not a plaque on the wall. It’s in the pulse of every decision, the heartbeat of company culture. It’s measured in the hours dedicated to learning, the tangible tracking of innovation, and the incentives that spark new thinking.

The bitter truth? Many firms suffer from the Dunning-Kruger effect—a bloated confidence in uncharted knowledge. They’re coasting on intellectual fumes, mistaking inactivity for motion.

Innovation isn’t about grand eureka moments. It’s the everyday courage to know more, to be more. And the learning? It’s there—vast, varied, often free. It’s in webinars, podcasts, articles. It’s in every “I don’t know” waiting to become “Now I do.”

The benefits are tangible: employees who feel invested in, bloom with ideas. Thought diversity flourishes. Even the most minor innovations ripple out, boosting productivity and refining processes.

If you value your people and revere innovation and learning, do your actions echo your words? Do your strategies align with your aspirations?

As Benjamin Franklin said, “An investment in knowledge pays the best interest.” An organization that learns is an organization that grows. It’s a tribe that thrives on curiosity, not just today or tomorrow but in the continuous journey of growth. How can this translate to anything other than positive?

Beyond boredom

May 27, 2024

Facts.

#1. We all have limited time in a day, in a lifetime.

#2. There is so much to do, experience, indulge in, explore, discover. New hobbies, new people to meet, old people to connect with, new experiences, many books, places to see, and adventures to embrace.

Do you ever think to yourself, I am bored? Instead, ask another question. Why am I embracing boredom?

The facts are clear, and when we consider them, we realize there is no room for boredom but only opportunity for self-discovery and fulfillment.

ROWE: Revolutionizing or ruining the workplace?

May 26, 2024

Welcome to the world of ROWE, where the only thing that matters is results. There are no set hours, mandatory meetings, or office required. It’s the ultimate employee freedom, but is it too good to be true?

Companies like Best Buy, WATT Global Media, and Summit CPA have embraced ROWE, reporting productivity increases of up to 41% and 90% lower turnover rates. As Jody Thompson, co-creator of ROWE, explains, “Every employee is 100% accountable and autonomous.”

But with great freedom comes great responsibility. ROWE demands vital Objectives and Key Results (OKRs) and a comprehensive performance scorecard. As management guru Peter Drucker once said, “What gets measured gets managed.”
Without clear metrics and accountability, ROWE can quickly devolve into chaos. Communication breaks down, unethical behavior creeps in, and self-motivation becomes rare. As one critic said, “ROWE is like giving kids the keys to the candy store.”

Yet, the allure of ROWE is undeniable. A study by the Integrated Benefits Institute found that nearly half of employees would quit if forced to work in the office full-time. In a world where flexibility reigns supreme, ROWE may be the key to attracting and retaining top talent.

The verdict? ROWE can revolutionize the workplace, but only with the proper foundation. Strong OKRs, detailed performance scorecards, and a culture of accountability are non-negotiable. As Bill Gates once said, “People always fear change. People feared electricity when it was invented, didn’t they?”

Schedules: Servant or Master?

May 25, 2024

Schedules—love them or hate them—are a part of modern life. They keep us on track, help us plan for the future, and give us a sense of control in a chaotic world.

But what happens when reality doesn’t follow the script? When the plane is delayed, the train is canceled, or the meeting is postponed? Suddenly, our carefully crafted schedules seem more like a cruel joke than a helpful tool.

As Dwight D. Eisenhower once said, “Plans are worthless, but planning is everything.” Planning is not about rigidly adhering to a schedule but about the process of creating one. Planning helps us anticipate challenges, allocate resources, and make better decisions.

A study by the Harvard Business Review found that executives who spent more time planning and strategizing were more effective leaders. However, those who were slaves to their schedules often struggled to adapt to changing circumstances.

The key is to use schedules as a servant, not a master. They should be a flexible framework, not a rigid set of rules. As the saying goes, “Blessed are the flexible, for they shall not be bent out of shape.”

In a world where the only constant is change, the most successful leaders are those who can adapt on the fly. They use schedules to guide their actions but don’t let them dictate their reactions.

Sleep is your superpower

May 24, 2024

What would you do if you could improve your performance by over 30% with one slight change? The truth is you can. Better sleep.
Sleep, the unsung hero of our daily lives, is often ignored until it’s too late. We all do it and need it, yet we pay little attention to it. But what if I told you that sleep is the one element that can fundamentally shift your performance?

Arianna Huffington once said, “We are in the midst of a sleep deprivation crisis.” A CDC study found that one in three adults doesn’t get enough sleep. The consequences? Decreased productivity, impaired decision-making, and even chronic health issues.

But the benefits of good sleep are undeniable. A study by the National Sleep Foundation found that people who get 7-8 hours of sleep per night report higher levels of job satisfaction and are more productive than those who sleep less. Moreover, research by the University of California, Berkeley, revealed that after a good night’s sleep, individuals have a 33% increase in their ability to come up with creative solutions to problems.

By investing in quality sleep, you can unlock a world of benefits. It is relatively simple. Aim for 7-9 hours per night, create a relaxing bedtime routine, and watch your cognitive function, emotional well-being, and physical health soar.

Imagine waking up each morning feeling refreshed, energized, and ready to tackle any challenge. That’s the power of sleep, your most vital superpower.

Like anything you do, make this the most important thing for you. Prioritize sleep, and watch as it transforms your life in ways you never thought possible. Experiment, give yourself a break, and marvel at what it can do for you. As Tom Rath wisely said, “Sleep is the single most effective thing we can do to reset our brain and body health each day.”

A leader’s greatest gift

May 23, 2024

As leaders, we often discuss the importance of trust in our teams. We want our people to trust us and each other and to create an environment where trust is the foundation of every interaction. But there’s a secret that many leaders miss: trust isn’t something you can demand; it’s something you have to give.

In her groundbreaking book, “Dare to Lead,” Brené Brown writes, “Trust is earned in the smallest of moments. It is earned not through heroic deeds or obvious actions, but through paying attention, listening, and gestures of genuine care and connection.”

Think about it. How can we expect our teams to trust us if we don’t demonstrate trust? A Harvard Business Review study found that employees in high-trust organizations are more productive, have more energy at work, collaborate better with their colleagues, and stay with their employers longer than people working at low-trust companies.

But building that trust starts with us. It begins with giving our team members the autonomy to make decisions, the freedom to take risks, and the support to learn from their mistakes. It starts with vulnerability, admitting when we don’t have all the answers, and being open to feedback and growth.

As leaders, we set the tone for our teams. If we want a culture of trust, we have to embody it ourselves. We have to be the ones to take the first step, to extend the hand of trust, even when it feels risky.

So, my question to you is this: Are you ready to give the gift of trust? Are you willing to let go of control, to empower your team, and to create an environment where trust can thrive? Because without trust, you don’t have a team—you have a group of individuals working side by side.

The question is whether you choose to be a leader who dares to trust.

Lipstick on the pig

May 22, 2024

It’s tempting to dress things up to cover imperfections with a quick fix. But if we don’t address the cause, the problem remains.

As the saying goes, “You can put lipstick on a pig, but it’s still a pig.”

We can fake it until we make it or choose to do it right. The shortcut may get you there, but is that where you want to be?

Quality doesn’t have to be sacrificed for speed or cost. It’s a choice. We can do it well and be remembered, or we can do it fast, cheaply, or without a thought of sustainability, only to be discovered later and not be remembered or rejected all over again.

Mertics: Meaningless or mandatory?

May 21, 2024

The adage “if we do not measure it, it does not matter” has become a mantra in business. Yet, for most organizations and individuals, it would suggest that most of their efforts are meaningless, as they remain unmeasured.

We rely on outdated, one-sided financial statements, often with absolute certainty. But when it comes to our greatest asset – our people – we have little data-backed information to evaluate their performance. Instead, we revert to anecdotal evidence and subjective measures on a Likert scale.

As Peter Drucker famously said, “What gets measured gets managed.” But are we measuring the right things? A study by the Harvard Business Review found that only 23% of companies clearly understand which metrics drive their business.

It’s not just about measuring outputs but outcomes. Completing a task more often than expected is not a success if it must be redone. The true measure of success lies in the time taken and the cost incurred.

Creating performance measures that matter is crucial for growth and resource optimization, as well as ensuring that individuals focus on the work that truly matters. A study by Deloitte found that organizations with a strong culture of measurement are 44% more likely to achieve above-average growth.

But before you rush to compile a set of metrics, consider this: not everything measured matters. Albert Einstein once said, “Not everything that can be counted counts, and not everything that counts can be counted.”

So, what are you measuring, tracking, and managing regularly? And more importantly, does it truly matter?

The value of diddly-squat

May 20, 2024

The outburst It may occur without known provocation and warning.

When it does, it is unleashed with fury and often lacks clarity.

And rarely, if ever, is the reaction to the supposed issue even remotely justified.

Yet, only reflection will make that apparent, and with continued awareness, it can be minimized to the point of being non-distracting.

Catch it, and treasure the gratitude you will gain by doing nothing other than remaining composed.

Stop, smell the roses

May 19, 2024

In our fast-paced world, we often forget to be. We rush from one task to another, and our minds are constantly elsewhere. But what if the secret to productivity lies in being more present?

Presence isn’t just about stopping to smell the roses; it’s about fully engaging in each moment. We bring our best selves to everything we do when we’re truly present. We think more clearly, communicate more effectively, and make better decisions.

But presence goes beyond productivity; it’s about embracing the richness of life. It’s about connecting with others on a deeper level and savoring the simple pleasures that surround us.

Presence isn’t a luxury; it’s a necessity. It’s a way to rediscover the joy of being alive.

Take a moment to step back from the hustle. Embrace the power of presence. Your work and life will thank you.

Your secret to success

May 18, 2024

Searching for that magic bullet? The perfect program, tool, or framework that will finally help us achieve our goals. What if the secret to success isn’t out there but within?

As Zig Ziglar once said, “People often say that motivation doesn’t last. Well, neither does bathing – that’s why we recommend it daily.” The same goes for any solution you choose.

A study by the University of Scranton found that only 8% of people achieve their New Year’s resolutions. The reason? Lack of consistent action.

The best program is the one you use. The most effective strategy is the one you execute consistently. Membership is useful when used. As Seth Godin puts it, “The only thing keeping you from getting what you want is the story you keep telling yourself.”

It’s rather simple. The issue is rarely the tool but the users who interact with it. If the results you want are important, you need to apply them repeatedly. Ask any of those who have attained greatness. There were many days when it felt difficult, hard, and even painful to do what they knew was necessary; however, it worked.

Define your priority, select the application that can help you, and then apply. You now have the answer to all the best programs you will ever need.

The thing about streaks

May 17, 2024

And that includes records and personal bests. They will be broken at some point.

And then we begin again.

The record is merely a milestone; the process matters more.

Got time? Think again.

May 16, 2024

Work swells to fill the time it’s served. If we had fifteen hours, we’d pour our tasks into every corner. “Work expands to fill the time available for its completion,” Parkinson declared. Time’s elastic, and we’re often too generous with it.

In his book The 4-Hour Workweek, Tim Ferris extols the virtues of urgency. He argues for urgency, not as a panic but as a performance hack. Remember cramming for exams? That wasn’t just coffee fueling you; it was the ticking clock. It’s about alchemy—turning time into gold, not letting it spill over like sand through your fingers.

Give yourself an hour; make it a golden one. Are you stretching an hour’s task over a day’s canvas? That’s painting in circles. Your productivity isn’t a paint-by-numbers; it’s a masterpiece of efficiency.

False deadlines? They’re the new true north. They forge focus out of fuzziness. They turn maybe-laters into done-and-dusted.

Picture this: every day, a series of sprints, not a marathon with pit stops of procrastination. Set the timer. Beat the buzzer. That pressure? It’s not stress; it’s your potential knocking.

And here’s the clincher—once bloated with busywork, your day suddenly sharpens into high-definition clarity. Tasks that loomed large shrink down to size. Your productivity soars, and so do you.

So, ask yourself, as the clock ticks – are you stretching tasks to shadow your day, or are you carving out moments of pure, undiluted accomplishment?

Time’s a canvas. Paint boldly, not broadly.

Is Coaching Right for you?

May 15, 2024

Coaching can be a transformative experience, but it’s not for everyone. As the world’s #1 executive coach, Marshall Goldsmith, says, “Pick the wrong clients, and you’ll lose every time. Pick the right ones, and you can rarely fail.”

So, what makes someone a good candidate for coaching? It all comes down to coachability. A study by the International Coach Federation found that the top three factors contributing to successful coaching outcomes were the client’s willingness to change, commitment to the process, and openness to feedback.

But how can you tell if you have these traits? Ask yourself: Are you open to receiving challenging feedback? Can you admit when you’re wrong? Are you willing to experiment with new behaviors, even when uncomfortable?

A study by the Harvard Business Review found that executives who scored high on coachability were more likely to meet their goals and see improved performance. However, those lacking humility, discipline, and a willingness to change often struggled to benefit from coaching.

As leadership expert John C. Maxwell puts it, “One of the greatest values of mentors is the ability to see ahead what others cannot see and to help them navigate a course to their destination.”

However, that navigation requires active participation from the person being coached. It requires courage to face one’s weaknesses, humility to admit when one needs help, and discipline to put in the work.

Before you invest in coaching, take a hard look in the mirror. Are you indeed ready to embark on a journey of self-improvement? If the answer is yes, coaching could be the key to unlocking your full potential.

If you’re ready to improve your leadership skills and believe you have what it takes to truly benefit from coaching, consider exploring our High-Performance Leadership Coaching program.

Is your team talent stagnant?

May 14, 2024

In sports, the best teams aren’t just a collection of star players. They’re a carefully cultivated unit, constantly honing their skills and evolving their strategies. As legendary football coach Vince Lombardi once said, “Practice does not make perfect. Only perfect practice makes perfect.”

Yet, in the business world, many organizations fall into the trap of assuming that talent alone is enough. They recruit the best and the brightest but fail to invest in their continued growth.

An Association for Talent Development study found that companies offering comprehensive training programs have a 218% higher income per employee than those with less extensive training.

Just as a sports team that fails to adapt and improve will soon find itself outmatched, a company that doesn’t prioritize employee development will inevitably fall behind. Jack Welch, former CEO of General Electric, famously said, “If the rate of change on the outside exceeds the rate on the inside, the end is near.”

The most successful organizations understand that talent development isn’t a one-time event; it’s an ongoing process. They create a culture of continuous learning, where employees are encouraged to stretch themselves, take on new challenges, and grow their skills.

In a rapidly changing business landscape, the true competitive advantage lies not just in the talent you have but in how you nurture and develop that talent over time. As the saying goes, “If you’re not growing, you’re dying.”

How are you developing talent?

AI: Friend, foe or future

May 13, 2024

AI is here, and it’s not just a passing trend. It’s a tidal wave, and you have a choice: ride it or get swept away.

If you’re not investigating AI’s potential, capabilities, and, yes, even pitfalls, you’re not just standing still—you’re slipping behind. And in a world where technology moves at breakneck speed, that’s a dangerous place to be.

But AI isn’t just about staying competitive; it’s about staying relevant. It’s about understanding how this technology is already shaping our lives, often in ways we don’t even realize.

AI is quietly revolutionizing everything from the ads we see to the products we buy to the way we work. As leaders, we are responsible for being aware of these changes and shaping them proactively.

So, the question isn’t whether AI will impact you and your work; it’s how. Will you be the one who takes charge or the one left in the dust?

One thing is clear: ignoring AI is no longer an option.

Mothers: The missing piece?

May 12, 2024

In a world dominated by masculine energy, we’ve seen incredible advancements. But at what cost? Aggression, intolerance, and endless conflict. As Margaret Atwood once said, “Men are afraid that women will laugh at them. Women are afraid that men will kill them.”

The Geneva Academy tracks 110 armed conflicts globally, all led by men. A study by the Peterson Institute found that companies with 30% female leadership saw a 15% increase in profitability. Yet, women hold just 8% of leadership roles in peace processes.

We don’t need a world dominated by women, but we desperately need balance. We need to harness the strengths of both genders for our collective good. As Ruth Bader Ginsburg said, “Women belong in all places where decisions are being made.”

On Mother’s Day, reflect on how we can create a society that values the feminine: compassion, collaboration, and nurturing. A softer touch could be the missing piece in our pursuit of lasting peace and prosperity.

The issue of beliefs, not hearing

May 11, 2024

You’re not deaf, but you might as well be. The science is clear: we hear what we want to hear and believe what we want to believe. As Mark Twain once said, “It’s easier to fool people than to convince them that they have been fooled.”

A study by the University of Minnesota found that people are more likely to accept information that confirms their beliefs and reject information that challenges them. It’s called confirmation bias, a cognitive trap we all fall into.

Think about it. When was the last time you truly changed your mind about a deeply held belief? Whether it’s politics, religion, or your favorite sports team, we cling to our convictions like life rafts in a stormy sea.

History is littered with examples of beliefs held to the detriment of society. The Earth being the center of the universe, the superiority of certain races, and the ineffectiveness of handwashing in medical settings are just a few. As Max Planck, the father of quantum theory, said, “A new scientific truth does not triumph by convincing its opponents and making them see the light, but rather because its opponents eventually die.”

It is not only limited to firm beliefs, but the simple things we have convinced ourselves of that require us to look at a problem or situation differently. The obsession with seeing what we see already is the inhibitor. Stop. You are wasting time and not helping yourself.

This selective hearing can be a silent killer in a world where innovation and progress depend on open-mindedness. The solution? Actively seek out opposing views. Embrace cognitive dissonance. And remember, as Aristotle once said, “It is the mark of an educated mind to be able to entertain a thought without accepting it.”

Tech amplifying reality

May 10, 2024

“Automation applied to efficiency equals amplification,” said Gates, and he’s not wrong. It’s about leverage—minimum effort, maximum impact.

Virtual assistants, apps, and bots are not just digital accessories. They’re the new backbone of the smart workplace. They transform ‘busy’ into ‘productive.’ But here’s the kicker – they amplify what you are. Efficient becomes more so, inefficiency balloons.

Think of technology as a mirror, reflecting your business practices in HD and streamlining or complicating? It depends on what you show it.

MIT’s study reveals that businesses embracing automation see a 5% increase in productivity. That’s not just a nudge; that’s a leap. Yet, slap automation on clutter? You’ll sprint to the wrong finish line faster.

The savvy leader asks: are our operations a well-oiled machine, primed for a tech turbo boost? Or are we dialing up the chaos?

In a world of algorithms and automation, choose wisely. Tech is your ally, but only if you’re marching to the beat of efficiency. It’s not about working harder but smarter.

No problem, solve it now!

May 9, 2024

“No problem.” These two words can change everything. In South Africa, it’s more than just a phrase; it’s a mindset—a quick acknowledgment of a challenge, followed by an unwavering commitment to finding a solution.

Dwelling on problems is a waste of time. As Peter Drucker once said, “The best way to predict the future is to create it.” Instead of wallowing in demise, focus on reviewing, assessing, evaluating, and solving.

Research by the University of Minnesota found that a solution-oriented approach leads to higher creativity, innovation, and problem-solving effectiveness. It’s not just productive; it’s also mood-lifting.

Make a pact with yourself and your team to embrace a problem-solving mindset. As Seth Godin reminds us, “Change rarely fails because it’s too early. It almost always fails because it’s too late.”

No problem? No, it’s a solution waiting to happen. Embrace the challenge, and watch as opportunities for success unfold.

Selective ignorance

May 8, 2024

You murmur of a lack of time and wish you had so much more, but one that you will not attain.

Yet, what would you do with that time? If you had that time, what would you do about it?

What of the time we have? Where do you spend it? In all likelihood, most of the things we do really do not require us to do them. Even the chores you take on that you believe are your responsibility, there is wasted time within them. Studies have shown that knowledge workers who use information to do their work, on average, dedicate over 40% of their time to unproductive activities.

The question is, what elements do we involve ourselves with and dedicate time to that have no consequence to us at all? The meetings you attend where you add little to no value, the committees that merely fill more slots in your calendar, the news you vociferously consume multiple versions of the same message, many of which have little to no impact on you.

A wise man might wish to be ignorant of many things. – Ralph Emerson.

Instead, if we focus on what is most important and embrace this concept as a priority, we will drop the task, delegate it effectively, or, in many instances, deal with it more efficiently. Yet, for many, this remains a struggle since their mark of achievement is how busy they are. It is a measure of their activity rather than productivity and supposed worth to the organization.

Unlearning Busyness, Embracing Effectiveness

May 7, 2024

Leadership isn’t a badge of busyness. It’s an art of meaningful impact. “To be everywhere is to be nowhere,” Seneca warned us, yet we’ve anchored ourselves to the myth that a swamped calendar equals high productivity. But the stats paint a different picture.

Did you know that, according to a McKinsey report, only 9% of executives are satisfied with their time allocation? Moreover, 72% wish to devote more time to strategy and leadership, yet they find themselves mired in the minutiae of day-to-day tasks.

It’s time to unlearn the hustle and relearn the impact. Here’s how:

Audit Your Activities: Studies show an average knowledge worker squanders 41% of their time on discretionary tasks that don’t align with their true goals. Scrutinize your to-do list. If a task doesn’t amplify your impact or align with your vision, question its place on your agenda.
Cultivate Selective Ignorance: Information overload isn’t just a nuisance; it’s a barrier. As Tim Ferriss states, “Being selective – doing less – is the path of the productive.” Ditch the compulsive need to know and do everything. Delegate or automate the trivial.
Measure Twice, Cut Once: Efficiency is doing things right; effectiveness is doing the right things. Before committing to a new task, consider its impact. If it’s not propelling you or your organization forward, drop it.
Lead by Letting Go: Delegation is not just about freeing up your time; it’s about empowering others. Tap into your team’s potential by entrusting them with responsibilities. This not only boosts morale but also fosters growth and development.
Embrace Downtime: As counterintuitive as it may seem, strategic idleness can boost creativity and decision-making. The Global Leadership Forecast 2018 found that leaders who leverage downtime are 29% more effective.

In a nutshell, successful individuals don’t just work hard; they work right. They recognize that not all tasks are created equal and understand that their value lies in their ability to make high-impact decisions, not just to execute tasks. They leverage their position to influence, inspire, and set direction, not just pace.

So, recalibrate your leadership compass. Strip away the excess, focus on the essence, and watch your influence and organization soar.

In the final analysis, a leader’s legacy is not the sum of tasks completed but the collective impact of the visions realized.

Innovate or evaporate

May 6, 2024

The world moves fast. One day, you’re the hot new thing; the next, you’re yesterday’s news. It’s a harsh reality, but it’s the truth. As the father of modern management, Peter Drucker, stated, “The greatest danger in times of turbulence is not the turbulence itself, but to act with yesterday’s logic.”

A McKinsey study found that the average lifespan of a company on the S&P 500 has decreased from 61 years in 1958 to just 18 years today. The reason? Failure to innovate.

Take Blockbuster. Once the king of video rentals, Netflix’s streaming revolution decimated it. Or Kodak, the photography giant that failed to embrace the digital age. The graveyard of business is littered with the bones of those who didn’t adapt.

But innovation isn’t just about technology. It’s about mindset. As Jack Welch, former CEO of General Electric, said, “If the rate of change on the outside exceeds the rate of change on the inside, the end is near.”

Seek fresh perspectives. Listen to the whispers of change. Embrace the discomfort of transformation. As Jeff Bezos, CEO of Amazon, famously said, “If you’re not stubborn, you’ll give up on experiments too soon. And if you’re not flexible, you’ll pound your head against the wall and won’t see a different solution to a problem you’re trying to solve.”

In a world where change is the only constant, relevance is the currency of success. Too often, organizations talk of innovation, yet they cannot absolutely and proudly share any occurrence of true innovation. And what of individuals? What has changed from just six months ago? What’s new? What has improved?

Don’t let your organization become a relic. Innovate or evaporate. The same applies to individuals, not just organizations.

The unseen bonds of success

May 5, 2024

In leadership, the power of personal connections cannot be overstated. Just like the intricate relationship between an F1 driver and their race engineer, where success is as much about the unspoken bond as it is about skill and strategy, so too does organizational leadership thrive on deeper, personal connections. We marvel at these racers’ physical and mental feats, yet often do not appreciate the steadiness, calmness, support and encouragement provided without the race engineer. It is a team effort; the others cannot succeed without one.

Imagine steering a team where each member, much like a skilled driver, knows their role impeccably. But what elevates this scenario is the leader’s role—akin to the race engineer—founded on understanding, trust, and mutual respect. This connection doesn’t mandate friendship outside work but requires a profound knowledge of each individual’s fears, aspirations, and driving forces.

Trust, the cornerstone of any successful relationship, grows from these personal connections. It’s about seeing the person behind the professional title and acknowledging their humanity. This depth of understanding paves the way for navigating challenges with grace. When a team feels understood, they’re more inclined to engage in open, honest dialogues, which is essential for confronting and overcoming obstacles.

These relationships are rarely devoid of conflict and are often major. Yet, these situations do not comprise the relationship’s construct but, in effect, help cement the trust.

The sweetest victories are those shared with people who understand the intricacies of the journey. Acknowledging each member’s unique contribution, grounded in a shared understanding and mutual respect, transforms routine successes into milestones of collective achievement. The race engineer provides stability, calm, and optimism to keep pushing, knowing that you always protect the driver from harm.

Leadership transcends mere professional interaction; it’s about forging connections that recognize and honor the individuality of each team member. While you need not be best friends with everyone you lead, understanding them on a human level is non-negotiable. The nuanced, personal connections empower teams, fostering an environment of mutual trust, respect, and shared success.

Every team needs a race engineer, and those without one will likely suffer far more significant adversity in any race they have chosen to participate in.

Being in rhythm

May 4, 2024

Harmony isn’t just for choirs. It’s for teams that score, soldiers in sync, and families in concert. When game time rolls around, the victors aren’t just skilled—they’re symphonized. Each move is a note in a grand strategic melody.

The best battle plans are shared, understood, and executed in unity. Picture a household: the home hums when everyone knows the chore chart.

But step into the corporate world, and the tune often changes. Alignment? Sometimes, it’s like finding harmony in a cacophony. The goal was muddied. Priorities are scattered like puzzle pieces. The plan is a whisper when it should be a chorus. Yet, there is a surprise when there is little movement.

Think of history’s great triumphs: D-Day and the moon landing. Each was a feat of fierce synchronization. Would Apollo 11 have reached the stars with astronauts adrift in uncertainty? Unthinkable.

Alignment in business is no less crucial. It’s the heartbeat of a thriving enterprise. Leaders, your baton is clarity. Conduct every section of your organization with the precision of a maestro. When your team knows the score and plays their part with gusto, that’s when success is more than a goal—it’s a grand finale. Leadership and team alignment are necessary. Reinforcing priorities is mandatory. Sharing and eliminating uncertainties is essential.

Expecting consistency? Think again

May 3, 2024

We’re not machines. We don’t perform at the same level every day. Our speed, weight, sleeping habits, and emotions fluctuate. Yet, we expect ourselves and others to behave like clockwork. As Albert Einstein once said, “Insanity is doing the same thing repeatedly and expecting different results.”

A study by the Harvard Business Review found that only 10% of people are consistently high performers. The rest of us experience peaks and valleys. Expecting revenue, sales, and client satisfaction to remain constant is setting yourself up for disappointment.

Expectations are anticipated outcomes of future events. Unless you’re a soothsayer, you’re likely to face repeated letdowns. As Seth Godin reminds us, “The problem with expectations is that they’re often based on what happened yesterday.”

Anomalies happen. Sometimes, they are what they are. But if inconsistency becomes the norm, it’s time to double-check your initial assumptions. A McKinsey study found that companies that regularly review and adjust their strategies are 2.7 times more likely to achieve above-average growth.

Embrace variability. Adapt to change. As Charles Darwin said, “It is not the strongest of the species that survives, nor the most intelligent; it is the most adaptable to change.”

Consistency is a myth. Success lies in acknowledging and navigating the ebbs and flows of performance. Set realistic expectations, and be ready to pivot when necessary.

Pants at the ankles

May 2, 2024

Leadership is not a game of strip poker. When you’re caught with your pants down, it’s not just a drafty situation – it’s a leadership blunder. As Benjamin Franklin wisely said, “By failing to prepare, you are preparing to fail.”

Preparation is your belt, your armor against exposure. A study by the Harvard Business Review found that leaders who prioritize strategic thinking and planning are 30% more likely to achieve their goals. Buckle up, or brace for the consequences.

Anticipation is key. Leadership is a game of chess, not checkers. A Center for Creative Leadership survey revealed that 97% of executives believe strategic thinking is the most critical leadership skill. Think ahead, plan for contingencies, and stay two steps ahead of the game.

The naked now is for those who skipped the memo on foresight. Don’t be that leader caught in the spotlight, revealing more than you intended. As Peter Drucker once said, “The best way to predict the future is to create it.”

Dress for the occasion. Be ready. When you’re prepared for anything, you can confidently lead and keep your pants firmly in place. Leadership is not about reacting to the moment but shaping the future.

Busy or smart?

May 1, 2024

Work smarter, not harder. It’s not just a phrase; it’s your untapped potential.

In his best-seller, ‘The 4-Hour Workweek,’ Tim Ferriss hit the nail on the head: automate the automatable and eliminate the rest. Why squander cash and time—both finite and precious?

Research shows that in the maze of the modern workplace, only 50% of our time is truly spent on work that matters. The rest? It’s a whirlwind of ‘busy’—emails, meetings, paperwork. Cut through it.

‘Never automate something that can be eliminated,’ says Ferriss. That’s the mantra. Before you rush to delegate, ask: Is this task even necessary?

Here’s your litmus test: if it’s redundant, scrap it; if it’s routine, script it; if it is confusing, redesign it. ‘Never automate something that can be eliminated, and never delegate something that can be automated or streamlined. Otherwise, you waste someone else’s time instead of your own, which now wastes your hard-earned cash.’

The age of smart work is here. Join it. Don’t just do work. Do impactful work.

Fads vs. trends: Which matters?

Apr 30, 2024

Fads come and go, capturing our attention and resources, only to be forgotten in the blink of an eye. From the ice bucket challenge to fidget spinners, we’ve seen countless crazes consume society, leaving us wondering, “Was it worth it?”

But amidst the noise, some trends start slowly, quietly building momentum until they become an integral part of our lives. Machine learning, once a niche concept, now powers everything from our smartphones to our healthcare systems. The rise of remote work, initially met with skepticism, has transformed the global workforce.

So, how do you distinguish between a fleeting fad and a transformative trend? Look for longevity, real-world applications, and a fundamental shift in how we live and work. Bill Gates once said, “We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten.”

A study by the University of Southern California found that while fads can generate short-term excitement, trends have the power to reshape industries and create lasting value. Companies that successfully capitalize on trends outperform their peers by 69% in revenue growth.

To stay ahead of the curve, focus on trends that align with your values and goals. Invest in learning, experimentation, and adaptation. Darwin famously stated, “It is not the strongest of the species that survives, nor the most intelligent; it is the one most adaptable to change.”

Reveal hidden gems

Apr 29, 2024

In the relentless pursuit of growth, organizations often fixate on the allure of new products, markets, and ventures that promise a tantalizing boost. They pour resources into unearthing these elusive gems, only to find that their impact, once introduced, is marginal at best. A study by McKinsey found that 70% of new product launches fail to meet their revenue targets.

But what if the real treasures lie within? The areas where you already have influence are the ones that can deliver significant performance improvements with minimal additional investment.

The siren song of a new strategy can be tempting, a shiny distraction from the actual challenges at hand. As Peter Drucker wisely said, “There is nothing so useless as doing efficiently that which should not be done at all.” Organizations dedicate countless hours to crafting new strategies when the real issue is often poor execution. Changing products and markets within the same flawed system only amplifies the problems.

Instead of chasing distractions, focus on mastering what you already do. Look to your people, streamline your processes, and double down on execution. A study by the Harvard Business Review found that companies with solid execution capabilities outperform their peers by 30-40% in revenue growth and profitability.

Take a cue from the iPhone – while vastly different from its 2007 predecessor, its core remains the same. There is no new product, just continuous improvement. The most successful organizations rarely stray too far from their core competencies.

While a sound strategy is crucial, the execution ultimately dictates success – and that power lies within your organization’s grasp at this very moment.

Clarity

Apr 28, 2024

A concept.

Shared.

Universally understood.

Own your lane

Apr 27, 2024

Craving acceptance? Are you yearning for recognition? We all do. It pushes us to shine, to flaunt our talents and wisdom. Yet, while we’re bending over backwards, showing off our flexibility and versatility, we’re missing the plot.

The real deal is knowing your strengths and your limits. It’s not about being a jack-of-all-trades. It’s about mastering your domain and owning your space. “I don’t do that” isn’t a sign of weakness; it’s a badge of honor.

Embracing your true capabilities uplifts you and empowers your team, too. When you stay in your lane, you acknowledge your talents and create space for others to shine in theirs. That’s not growth; that’s evolution. Know your power, recognize your boundaries, and watch as everything aligns.

When we double down on what we are good at, it is interesting how we appear to pursue our passion.

Maintaining molehills

Apr 26, 2024

Mountains from molehills – an all-too-human art. But why the flair for drama?

Firstly, it’s the unseen boundaries. Like a friend’s messy closet, we don’t see the clutter of their constraints. These are the unseen hurdles they never jump.

Secondly, hello resistance. Our quicksand of comfort, where change is the monster under the bed. Who would willingly invite that scare?

Flip it, though. When it’s our dragon to slay, suddenly, we’re knights in shining armor. Constraints? Merely suggestions. Fear? The adrenaline rush before victory.

And organizations? They’re just collections of people, equally prone to the drama.

Here’s the heart of it: empathy defuses, understanding disarms. When we face conflict, slipping on someone else’s shoes can turn a mountain back into a molehill.

Make it simple. Keep conflicts as conversations. Listen. Understand. Empathize.

When we swap escalation for empathy, molehills stay molehills. And that’s a landscape we can all navigate.

Avoid the slow death

Apr 25, 2024

It’s a familiar sight: individuals trapped in jobs that feel like an endless uphill battle, sucking the joy out of their lives. The pay may be good, the perks enticing, but at what cost? A gradual erosion of inspiration, vigor, and happiness. After all, you spend most of your waking hours doing something you don’t love.

Imagine eating a food you despise five days a week, even though you know it’s nutritious. Or wearing clothes that make you feel terrible about yourself. You wouldn’t do it. In those cases, you’d find what works for you and make a change.

A study by the University of Manchester found that job dissatisfaction can lead to a 10-30% increase in the risk of mental health issues. Moreover, research by Gallup revealed that only 15% of employees worldwide are engaged in their jobs. No typo, 15%.

While a career shift can be daunting, it’s ultimately up to you to initiate and demand that change. No one else is managing your career the way you want to, nor should they. Steve Jobs once said, “Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work.” We all experience fear, but is the thought of your soul decaying slowly in a lackluster job, not an anecdote to fear?

Don’t let a soul-crushing job slowly drain the life out of you. Take action, explore your options, and find a path that reignites your passion. Your future self will thank you.

It’s a learning experience

Apr 24, 2024

AI is a paradox. It’s amazing, yet frustrating. It’s intriguing yet inadequate.

We often blame AI for not meeting our expectations. But are we clear in our instructions? Do we understand its limitations? We continue to work with the applications.

A study by PwC found that 67% of executives believe AI will help humans and machines work together, and a McKinsey report suggests it will add $13 trillion to the economy by 2030.

The key is patience. Work with AI, learn its quirks, and let it learn about you. Over time, it will get closer to your expectations.

But why don’t we extend the same courtesy to people? Do we assume we were unclear when they don’t meet our expectations? Do we take the time to understand them better?

If machine learning can’t get it right, shouldn’t we be more forgiving of humans? After all, as Seth Godin reminds us, “People are not machines. We are organic and messy and unpredictable.”

Beyond the title

Apr 23, 2024

Is your leadership a gift or a conquest?

You can demand respect, command a room, and instill fear. But pause—what are you leading with? Fear? Malice? Insecurity? Revenge?

Leadership, the real kind, is earned. It’s not taken. It’s given. Freely. Willingly. Respect follows like a shadow faithfully mirroring the sun.

Admired leaders don’t just lead; they inspire. They don’t instill fear; they foster courage. They don’t operate from insecurity; they radiate confidence.

What do they have that others don’t? Trust. Integrity. The kind of strength that’s quiet yet unmistakable.

Think of Lincoln, Gandhi, and Mandela. Did they lead with an iron fist or by extending a hand?

Leadership is not a title. It’s a behavior. Live it. Be it. Earn it.

And ask yourself, when people follow you, do they see the path or just your back?

Lead forward. Lead with virtue. That’s leadership that lasts.

Earth Day matters?

Apr 22, 2024

Earth Day, a genesis in 1970. It began as a collective awakening to environmental neglect, a global moment of recognition, a call to stewardship.

Why celebrate? Action roots in awareness. Earth Day is not just a day; it’s a movement, a reminder that this planet is the only home we’ve got. It’s a call for us to be proactive.

Data paints a stark reality: Earth’s temperature has climbed 0.14 degrees Fahrenheit per decade since 1880. Glaciers are melting, species are extinct, and drought, famine, and disease. It’s not just numbers; it’s our future melting.

Why does it matter? Because every decision and action weaves into the fabric of Earth’s well-being. We’re not just inhabitants; we’re guardians.

As individuals, the power of change is in our daily choices. Recycle, reduce, reuse – the three R’s that resonate beyond rhetoric. Support sustainable brands, champion green policies, and plant a tree – small acts, when multiplied, can transform the world.

This Earth Day, embrace the cause. The planet you save? It’s your own. You play a part, which is it?

Beyond dwelling

Apr 21, 2024

Dwell: to linger over, to live in the past. But what value does it hold? Little to none. Dwelling is the art of being stuck, replaying what cannot be changed, trapped in ‘what ifs’ and ‘was.’

Yet, consider the alternative: living in the present, stepping out from the shadows of yesterday into the light of today. The past shapes us but doesn’t define us. Our power lies in the now, in seizing the moment and moving forward.

To dwell is to be ‘dead’ to the present, but the choice is ours. We can remain tied to memories or embrace the living, breathing moment we are in. The past is a lesson, not a life sentence.

Why fill our days with bygones? Life is happening now—embrace it, shape it, live it. After all, life moves forward, not backward.

Are we moving, or are we standing still? What do you hold onto?

Echo or voice

Apr 20, 2024

Penguins plunge, headlines repeat—an endless loop. Why does every news feed need to share the same story? This is not news. It’s an old hat. The penguins have been doing this for centuries. We’re awash in a sea of sameness.

Copycats? They’re everywhere. Safe? Sure. Inspiring? Hardly. Innovation languishes in the shadow of imitation. We don’t need another echo; we crave a voice.

“Originality is nothing but judicious imitation,” Voltaire mused. We stand on giants’ shoulders, but do we see further? Or do we stand?

Data shows that 77% of consumers choose brands that share fresh, original content. They thirst for the novel, the spark.

Why regurgitate? Innovate. Borrow, blend, and make it yours. Leave footprints, not echoes. Be the voice that leads, not the echo that follows.

Take a deep dive. What’s your unique splash in this world of worn-out waves?

Now or never

Apr 19, 2024

The perfect moment? It’s a mirage. “Timing is never right,” they say, and it’s true. Opportunities don’t wait for the ideal second; they demand the boldness of now.

We delay, hoping for perfect conditions. But time’s a river flowing relentlessly. While we wait, chances slip past, unseen, unused, unseized.

In action lies momentum. In hesitation, stagnation. Embrace the imperfect now or chase the elusive when?

Decide. Act. Now. Because opportunity favors the present-tense.

It will be different

Apr 18, 2024

When problems occur and we are faced with failure, it is simple enough to acknowledge the issue, reflect on it a little, and then merely state, “Next time will be different.”

It happens with projects, interactions, workflow, and relationships.

And next time comes about, and there is a similar outcome to the prior one.

It will only be different if we do something different. As we know, the mere wish for millions of dollars does not bring fortune.

Action drives success

Apr 17, 2024

A game plan isn’t just a set of ideas; it’s a roadmap to success. But what sets a good plan apart? Execution. Here’s how you nail it down:

1. Define Clear Objectives: Start with the end in mind. What are you aiming to achieve? Objectives should be clear, measurable, and achievable. “A goal without a plan is just a wish,” Antoine de Saint-Exupéry famously said.

2. Assign Roles and Responsibilities: As in a sports team, players must know their position and what’s expected of them. This clarity prevents overlap and ensures all bases are covered.

3. Develop a Plan of Action: How will you achieve your objectives? This involves outlining the tactics, tools, and methods to be used. Think of a football coach devising plays—each move is calculated.

4. Communicate Clearly: Everyone on the team must understand the plan. This means clear, concise communication. Misunderstandings can derail even the best strategies.

5. Monitor and Adapt: No plan is set in stone. Regular check-ins are crucial. Are you on track? What adjustments are needed? Flexibility can be the difference between winning and losing.

6. Execute with Precision: This is where the rubber meets the road. Execution requires discipline, commitment, and hard work. Each team member must do their part, executing their role with precision.

7. Review and Reflect: After execution, review the outcomes. What worked? What didn’t? Use these insights to refine future game plans.

We often forget that a well-crafted game plan requires flawless execution to lead to unmatched success. Those who do this evitably distance themselves from others.

Essential blueprint for strategic clarity

Apr 16, 2024

Ever stumbled upon the “7 Strata”? It’s a tool we use as part of our Scaling Up framework to highlight strategic differentiation. Imagine it as the compass for businesses navigating the stormy seas of competition. In the relentless pursuit of success, clarity isn’t just a virtue; it’s the lifeline that can buoy an organization above its rivals.

“Simplicity is the ultimate sophistication,” Leonardo da Vinci once mused. Apply that to business strategy, and you’ve got a playbook that everyone in your team can rally behind with gusto. Enter the 7 Strata – a framework that distills strategic complexity into clear, actionable insights.

Picture a world where every business could succinctly articulate its unique value, unwavering promise to customers, and winning edge over competitors. That’s the power of the 7 Strata. It’s not merely about crafting statements; it’s about embedding a potent, shared vision into the very fabric of your organization.

Historical parallels abound, from the precision of the Phoenician trade networks to the organizational prowess of the Venetian Republic. Each thrived on a backbone of clear, strategic intent.

In my experience, organizations that embrace the clarity offered by the 7 Strata transform themselves. They move from being participants in their markets to being leaders. It’s akin to navigating by the stars; the direction is clear, empowering your team to sail confidently into uncharted waters.

Clarity in strategy is not optional. With the 7 Strata, it becomes achievable. It’s about aligning your organization’s compass, ensuring every decision and action points towards success. Because when clarity leads, success follows.

Connect the dots

Apr 15, 2024

Clarity? It’s not a luxury, it’s a lifeline. In the business world, it’s about making sense of the chaos. Think of it as dot-to-dot for grown-ups. Same dots scattered on the page, but the picture you get? That’s all you.

You connect, you create. You see a mess; others see constellations. It’s not about the dots; it’s about the connections. Your strategy, your story, your mindset. What’s it going to be?

The facts are the same. It’s primarily black and white. color is our calling.

Choose wisely. Connect boldly. Does a masterpiece and opportunity await, or otherwise? This is our creation.

Tough love

Apr 14, 2024

People don’t want love. They want the easy way out to be coddled, enabled, and patted on the head.

Tough love is too much work. We avoid it at all costs.

Do they believe they are perfect, proper, always correct? Truthfully, not.

But what if tough love is the truth we’ve been missing?

Tough love doesn’t mean cruelty, and it doesn’t make you a jerk. It simply means you care enough to be forthright, to create temporary friction in service of something bigger.

In her book Radical Candor, Kim Scott highlights the notion of tough love: Radical candor is a simple idea: to be a good boss/parent/coach, you have to care personally at the same time that you challenge directly. When you challenge without caring, it’s obnoxious aggression; when you care without challenging, it’s ruinous empathy.

A coach doesn’t let you smoke after wind sprints because she hates you or holds you to your commitments and goals. She does it because she knows you’re capable of more.

Tough love is leading a passionate life. It’s doing the hard work of digging under the surface. Not settling for comfort and mediocrity.

It’s your wise friend telling you you’re making excuses again. It’s looking at yourself in the mirror and facing the truth.

We can not only handle tough love. We crave it.

In our bones, we know it’s the thing that will finally set us free.

Human being

Apr 13, 2024

The ability to care collectively. About us, not me.

Don’t we all aspire to it? Yet, the reality.

Help, unless inconvenienced.

Care, when cared for first.

Share, when in abundance.

Abhor lies, until we do.

Sincere, until unsuitable.

To be human, rather than just being?

It’s your call

Apr 12, 2024

Who reached out last? Does it matter? Reflect for a moment: when did you initiate contact last, not out of necessity, but to foster connection?

With leadership, is it enough to declare an open door, or does actual leadership call for stepping through it first? Consider the message you send when you’re the one to extend the invitation rather than them having to ask for your time.

What does it say about your leadership when you make the first move? Are you creating pathways of trust, or are you waiting behind silently tallied lines?

When you bridge the gap as a parent, what does that teach your children about communication and care?

Are you holding onto a scorecard without realizing it? If you find one, ask yourself: What opportunities arise when you lead the exchange? What new understandings could unfold if you reach out first?

No scores. It’s just the simple, potent act of making the first move.

The perfect box

Apr 11, 2024

The design of boxes, while reasonably standard overall, be it square or rectangular, has evolved significantly, especially in the past few years. It comprised four sides with an open top and bottom, each containing four flaps that can easily be assembled to create a nice container.

Over the past few years, there has been a proliferation of designs aimed at being more cost-effective in manufacture and assembly and creating greater consumer appeal. Noted.

The designs are novel and intriguing, to the point that when a package arrives, one remains somewhat perplexed as to the correct way to open the box. Is it from the top, the side, halfway down the side, etc.? Inevitably, I find myself reduced to merely ripping it open, likely contrary to the well-crafted intent of marketers.

Too often, with the desire to be creative, novel, new, and innovative, we may be overdesigning, and most of the time, it is for the designer rather than the consumer.

The perfect box is possibly just the one anyone knows how to open and securely contains the product within it.

Better on purpose

Apr 10, 2024

Aspiring to be better is natural. No one aspires to be worse, while many have no aspiration for change at all.

Better is improvement, and inevitably it entails thought, effort and discipline.

We experience better, if on purpose.

Good fortune may be by chance, yet our actions are likely the catalyst of such fortune.

Expect little if by chance, but instead, we can expect wonders when on purpose.

Why leave it to chance?

Chasing shadows and experiences

Apr 9, 2024

Eclipse fever hit! From North America to Europe, the sun played hide-and-seek. For some, it was a celestial blackout; for others, it was just a cosmic dimming.

Enthusiasts ventured far, armed with gadgets and gizmos, hearts pounding with the same rhythm of anticipation—months of planning for minutes of awe—or a flash of letdown. Either way, they’re now the keepers of stories, the weavers of celestial tales.

Then there were those for whom it was a mere quirk in an ordinary day—a glance up, a moment’s pause, and on with life.

What did you see? Your experience—whether it’s awe or just an “oh”—mirrors your investment. In wonder or passing, it’s your preparedness that paints the hue of the memory. The universe danced its ancient ballet, and your presence at the show defined its imprint on you. And the next one will be in more than two decades.

Is that not what life is?

Don’t grow up

Apr 7, 2024

Have you ever noticed the pure joy children find in the simplest activities? They embody the art of living in the moment, a skill many adults have forgotten. Children don’t dwell on the past; they are masters of the present.

Their innocence reminds us of what we lose as we grow older — the unburdened joy of living for now. Sadly, adults often unknowingly cloud this innocence, teaching them to fret over yesterday and worry about tomorrow.

Let’s reverse the lesson. Let children be our guides back to the present. Watch them play, notice their complete immersion in the moment, unaffected delight. They don’t just live; they thrive, uninhibited by past regrets or future anxieties.

It’s time we learn from them. Let’s shed the weight of ‘what was’ and ‘what might be’ and embrace the ‘what is.’ Allow the innocence of children to inspire us, reminding us to find joy in the simplest of moments.

In doing so, we don’t allow them to retain their innocence; we reclaim a piece of our own. After all, life is most beautiful when lived like a child — fully, joyously, in the now.

Unwinding the worry cycle

Apr 7, 2024

Worry is a cycle—endless, like a hamster wheel. But the world’s turmoil doesn’t demand your constant fretting. Break the cycle. How? Start by asking, “What’s within my grasp?”

Control is often an illusion, but influence? That’s real. Impact what you can release and what you can’t. As the old wisdom goes, “Worry is like a rocking chair—it gives you something to do, but it never gets you anywhere.”

Reframe the narrative. Is the mountain truly a molehill in disguise? Your perspective might need a tweak more than the world needs a fix.

Action beats anxiety. Do what you can, then stand back. If there’s no move to make, let go like autumn leaves.

Find your sanctuary, a mental alcove away from chaos. In the stillness, find clarity. Sometimes, the bravest act is to retreat and recharge.

So, when worry whispers, answer back with wit and wisdom. Remember, even the mightiest rivers eventually reach the calm of the ocean.

Brilliance in being wrong

Apr 5, 2024

To err is to evolve. Clinging to ‘right’ is like hanging onto a sinking ship. It gets you no further but instead takes you down. Being wrong. That’s where growth sprouts.

Consider history’s great minds. Each thrived on missteps and reveled in the fall because each tumble was a step up.

Einstein relished his blunders, for they were but doors to enlightenment. Jobs came back stronger the second time around after the failed Lisa computer. Newton’s alchemy paved the way for his laws of motion.

Blunders are not dead ends—they are detours to brilliance. Each miscalculation is a masterclass in discovery.

The ‘always right’? Dinosaurs in the modern age, bereft of evolution’s path.

Wrongness is a rite of passage to rightness. Cherish it. We need only look at history to know that the most valued treasures are the mistakes that led to mastery.

Facts over fiction

Apr 4, 2024

Stick to the facts. Our narratives often wander into fiction, dark and uncertain. We’re not the only ones on the floor in the corporate dance. Patience isn’t our forte, yet it’s crucial.

“Patience is not passive; on the contrary, it is active; it is concentrated strength.” – Edward G. Bulwer-Lytton.

In times of wait, what’s our move? We should tidy our space and streamline our methods. Leadership means steering through the typical and calming the storm. Ask, how can we contribute positively?

The might of the little black book

Apr 3, 2024

It’s the secret weapon of geniuses. It’s not whimsy or vanity, but rather legacy. A black book—compact, discreet, potent. The canvas of visionaries like Da Vinci and Picasso, whose scribbles became revolutions. Business moguls like Rockefeller, who scribbled margins with profit margins. Sports legends, coaches like Lombardi, whose playbook sketches became strategies for victory. Ideas strike like lightning. Without capture, they vanish.

In the rush and tumble of the everyday, where ideas come and go with the tide, the little black book is a vault for the ephemeral genius that strikes in the quiet moments.

This book, a beacon for the thoughts that would otherwise drift into the ether. A simple entry, seemingly mundane, might be the seed of the next industry upheaval or a championship dynasty.

Your insights, fleet and fragile? Pin them to the page. For amidst these lines, a leader’s vision is born, and the next breakthrough lies dormant, waiting for the scribble that will bring it to life.

Rethinking rules

Apr 1, 2024

Rules set, processes defined, protocols in place. But then, exceptions. One, then another. Suddenly, they multiply.

When exceptions become the norm, it’s time to question the rules. Are they aiding or hindering? Liberating or stifling?

“Rules are for the obedience of fools and the guidance of wise men.” – Harry Day.

It’s not rebellion but reflection. Perhaps, in the multitude of exceptions, lies a new path forward.

The zest of now

Mar 31, 2024

Time zips when joy grips.

With loved ones? Swift as a comet’s tail.

Milestones? Blink, and they’re history.

Slow it. Be there now, fully, fiercely.

“Savor each tick,” history whispers.

Roles in nature’s symphony

Mar 30, 2024

Nature’s lesson is clear: unity. Ants – tiny architects of resilience. Bees – buzzing craftsmen of cooperation. Elephants – gentle giants in sync. Each, a maestro in their realm, playing their part in life’s grand orchestra. And us? Are we in tune with our role and collective pursuit of progress?

Our place in the tapestry of existence isn’t up for debate. It’s an assigned seat. To question it is to question the ant’s instinct to build, the bee’s buzz around the hive, the elephant’s protective march. Like them, our roles are defined by the needs of our colony – humanity.

This isn’t about desire; it’s about duty. The world expects us to find our role, embrace it, and excel in it. In doing so, we don’t just fulfill a personal destiny; we nurture the collective saga of our species. It’s not just what’s wanted; it’s what’s required. “In nature, as in life, the role we play is not by choice, but by necessity,” as they say. And in this necessity, we find our purpose, our contribution to the ongoing masterpiece of existence.

Kidlin’s Law

Mar 29, 2024

Ever feel stuck? That’s when Kidlin’s Law comes into play: “If you write the problem down clearly, then the matter is half solved.” It’s not about leaders commanding from high towers; it’s about clarity, pen in hand.

Imagine the problem as fog. Writing it down? That’s the sunrise. Suddenly, what was invisible becomes visible. Think about it—when was clarity ever a disadvantage? Too often, we think we know what we want and that we are clear in our requests. And yet, it is often misunderstood and misinterpreted. If we take a little time to clearly state our intent, we will not only save tremendous misuse of resources but also redefine the true issue that we seek to solve.

Kidlin isn’t a CEO or a historical figure; he’s a spark from James Clavell’s imagination. Yet, isn’t that where all great ideas start?

Write it down. Halfway there. Simple. Revolutionary.

Teamwork: From home to office

Mar 28, 2024

Why can we manage task division so effectively within our homes but struggle to replicate this success in our professional environments? At home, roles and responsibilities are generally clear-cut, ensuring a smooth operation of daily life. Yet, this organizational clarity often doesn’t follow us into the workplace.

Consider the parallel with sports teams: every player knows their position and role. The striker focuses on scoring, while the defender prevents the opposition’s advances. This clear division of labor is the backbone of the team’s strategy and success. Imagine if, on the field, roles were ambiguous. Chaos would ensue, and effectiveness would plummet.

The challenge in the workplace arises primarily from a lack of clear communication and defined responsibilities. Overlapping duties can lead to confusion, inefficiency, and conflict. Unlike at home, where tasks often fall naturally to the person best equipped to handle them, work tasks are sometimes assigned without considering individual strengths or workload.

The benefits of a well-defined division of labor are manifold. Just as in sports, clarity in roles and responsibilities can lead to heightened efficiency and productivity in the workplace.

Employees feel more competent and secure in their specific duties, improving their morale and job satisfaction. Furthermore, a clear division allows for better accountability, making it easier to identify areas of success and improvement.

However, establishing this in the workplace requires a concerted effort. It involves understanding each employee’s strengths, preferences, and capacities, much like a coach understanding their athletes. Communication is key. Just as a sports team debriefs after a game, teams at work should regularly discuss their dynamics, challenges, and successes.

By adopting a more structured approach, like a well-organized home or a successful sports team, workplaces can improve efficiency and productivity. It’s about finding the proper position for every corporate player and ensuring they have the support and understanding to execute their role effectively.

Steady the ship

Mar 27, 2024

Stick to the facts. Our narratives often wander into fiction, dark and uncertain. We’re not the only ones on the floor in the corporate dance. Patience isn’t our forte, yet it’s crucial.

“Patience is not passive; on the contrary, it is active; it is concentrated strength.” – Edward G. Bulwer-Lytton.

In times of wait, what’s our move? Tidy our space and streamline our methods. Leadership means steering through the typical, calming the storm. There are no guarantees, but the drama is more in imagination than reality. what does it help to jump on the drama bandwagon rather than being a beacon of sensibility? Ask, how can we contribute positively?

Take back what’s yours

Mar 26, 2024

If you are attempting to rest well, is it the right time to have a double espresso a few hours before bed? Or do you tend to the lawn in the dark? We do so much daily that commands and gets our appropriate attention and rightful decisions.

Except when it comes to ourselves.

We give our most valuable time to others. First, with the early morning texts, the news, and social media. It’s our attention they want, and they have it. Then, we start our day with a flurry of meetings, and any space we have for ourselves to do our work, take a break, go for a short recovery walk, or have some alone time, we sacrifice it to appease others.

Just why?

What if we switched this all up? Start with you. Put your priorities first and early. Get them done, and you will have won the day by early morning. Now, anything from here is for others. Not only will you gain success, but you will also be able to give more to others, knowing what you need to accomplish is already done.

Try it. It is your schedule. Own it.

If you want to give to others, take care of yourself first.

Clearing deadwood

Mar 25, 2024

Winter turns to spring. Warmth returns, daylight stretches, and life rejuvenates. But amidst this rebirth, deadwood scatters the forest floor — nature’s method of making room for the new.

This is nature’s reminder: Clear the clutter, the obsolete. What habits hold you back? Which relationships drain, not sustain? It’s time for a personal spring cleaning.

In organizations, reflection is vital, too. Assess teams, strategies, and outcomes. Who flourishes? Who flounders? Refresh, realign, rejuvenate.

It’s not opposition for the sake of it, but evolution — essential for growth, personal and collective. “Nature does not hurry, yet everything is accomplished.” — Lao Tzu.

Emulate nature: remove the old, nurture the new. What deadwood do you have to clear?

Patterns in history

Mar 23, 2024

Delve thousands of years into history. Notice anything familiar? Pandemics sweep nations, markets rise and fall, and human behavior echoes through time. Wars fought over ideologies, economies crumbling under greed, and societies rebuilding from ashes.

We’re part of this cycle. Our negotiations, relationships, and communication are predictable. History isn’t just events; it’s a mirror reflecting our collective behaviors, repeating and unchanging.

Or can it change? We’re creatures of habit, yes, but also of change. Breaking patterns isn’t easy; it’s against our nature. But it’s not impossible.

Change requires more than will; it needs a catalyst—someone to challenge, inspire, and guide. Alone, we follow the paths trodden by ancestors, while together, we forge new ones.

Consider your role. Are you repeating history, or are you writing it?

What is your catalyst, and how will it change?

The thing with challenges

Mar 23, 2024

They are tough, nerve-wracking, stress-inducing, tiring, time-consuming and humbling.

And so are they uplifting, life-altering, satisfying, confidence-building, and defining.

The latter only occurs if one is willing to do the former.

No bad ideas

Mar 22, 2024

Strategic thinking is a process revered and employed by many, but how open are we really? In the confines of boardrooms and brainstorming sessions, there’s a hidden barrier—our own biases and preconceptions, often led by those in charge.

“No bad ideas.” Easy to say, harder to uphold. How many groundbreaking ideas were dismissed too early? History whispers the tales – Blockbuster laughed off digital streaming; Kodak shelved digital photography. Giants in their time were reduced to footnotes, victims of closed minds.

The irony? Innovation thrives on the absurd, the unlikely, and the ‘bad’ ideas. It’s from these seeds that novel solutions grow. Shouldn’t we embrace all contributions and sift through the trash with open minds to find the golden grains?

Enter design thinking. A principle that champions open-mindedness, encourages diverse ideas, and values iterative processes. It’s about exploring all avenues, no matter how unconventional. After all, wasn’t it George Bernard Shaw who said, “The reasonable man adapts himself to the world: the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man”?

So, question your approach. In your next brainstorming session, invite the wild, the wacky, the seemingly irrelevant. Embrace each idea as a stepping stone to innovation. Remember, today’s absurdity can be tomorrow’s game-changer.

Are you ready to challenge the status quo and listen to all ideas? The floor is yours, and the ideas are waiting. What will you do with them?

Gratitude redefined

Mar 21, 2024

Thank you. Not just words but a bridge between hearts. Simple, yet profound. An acknowledgment, a recognition, an appreciation.

In the whirlwind of life, these two words ground us, remind us of our humanity, our interconnectedness. We are not on the journey alone. “Gratitude is not only the greatest of virtues but the parent of all others.” – Cicero.

Pause, reflect, appreciate. The power of gratitude transforms.

It’s ok

Mar 20, 2024

Not everything will go according to plan, nor does it.

At times there is disappointment, frustration and consternation. Understandable.

But it’s ok. With it comes opportunity. It may be a setback, but it is inevitably a moment to learn, reassess, and reposition.

History is filled with such examples. One profound example is Abraham Lincoln, who faced multiple personal and professional failures, including business losses and numerous electoral defeats, before becoming one of the most revered U.S. Presidents. His perseverance through multiple setbacks, including being demoted in the military and facing bankruptcy, showcases the power of resilience. JK Rowling was repeatedly rejected by publishing companies, Steve Jobs was fired from the company he returned to make it what it is, Oprah Winfrey overcame childhood abuse and poverty, and the list continues.

For many, this would be devastating and points of no return or little hope. To others, it is a platform for success.

How do you choose to see it? That alone determines how it will transpire.

Consistency

Mar 19, 2024

What’s the accurate measure of performance? It echoes through the halls of businesses, sports arenas, and life itself. Often, we’re dazzled by brilliance, by those moments of sheer genius that seem to defy the odds. But what value does brilliance hold if it’s as erratic as a summer storm?

Consistency may not be glamorous. It doesn’t always make headlines. But it’s the backbone of trust and reliability. In a world of variables, consistency is the constant we can count on. It’s the steady hand in a sea of chaos.

Think about it. Would you rather have a team member who delivers spectacular results sporadically, leaving you to wonder which version you’ll get on any given day? Or would you prefer someone whose performance, while not always stellar, is something you can depend on, day in and day out?

History and experience lean towards the latter. Consistency builds brands, wins championships, and forges strong relationships. It’s the quiet power behind success stories. From the reliable precision of a Swiss watch to the steady hand of a seasoned captain steering through turbulent seas, consistency is the hallmark of quality and reliability.

But why is it so undervalued? Perhaps because consistency requires discipline, a commitment to standards, and a dedication to continuous improvement. It’s not about the occasional flash of brilliance but the ongoing effort to maintain a level of performance that others can depend upon.

“Success isn’t always about greatness. It’s about consistency. Consistent hard work leads to success. Greatness will come,” said Dwayne ‘The Rock’ Johnson. This encapsulates the essence of consistency. It’s not about peaking once; it’s about maintaining a level that ensures growth, trust, and predictable results.

So, as you evaluate performance, ask yourself: do you value the erratic genius, or do you treasure the reliable constant? The answer might redefine your benchmarks for success.

The respect pivot

Mar 18, 2024

Self-respect whispers a truth that’s often shouted down: “Not everything worth chasing is worth catching.” The art of letting go is as vital as the pursuit itself. It’s the self-respect pivot.

We’ve seen it in the greats. By knowing her worth, Oprah Winfrey turned a career snub into a media empire. Michael Jordan cut from his high school basketball team, didn’t chase approval; he built skill. They didn’t just chase dreams. They knew when to alter the chase.

In business, this pivot is critical. Netflix didn’t just chase viewers; they led them into streaming, leaving stubborn rivals in the dust. They respected their vision enough to let go of the old.

And history remembers those who knew when to fold their cards. Rather than chasing marriage proposals to secure an alliance, Elizabeth I embraced the title of ‘The Virgin Queen’ and led England to a golden age.

It’s not about quitting; it’s about aligning, aligning actions with values and choices with growth. It’s understanding that self-respect isn’t just about fighting on; it’s also knowing when a fight no longer serves you.

So, respect yourself enough to assess your chase. Is it serving you, or is it time for the respect pivot? Remember, sometimes the best move is to let go and grow.

The myth of more

Mar 17, 2024

Too much. Everywhere, more is the mantra. But is more success, or just more clutter? We drown in the excess.

Meetings? Endless. Most times, we’re just audience members. Cut back.

Priorities? A list too long is no list at all. Simplify.

Goals for the day? Unrealistic expectations invite failure. Focus.

Areas of interest? Spreading too thin achieves nothing. Narrow down.

Ambitions? Jack of all trades, master of none. Specialize.

Possessions? Everything is in each color and size, and it is just clutter. Essential.

There is a twist: We’re in control. Yes, you. Even if the world screams ‘more’, you can whisper ‘enough’. Show how less can be more.

Audit your life. What could you achieve with time reclaimed by choosing less? Imagine the peace, the focus, the real success. Less isn’t a loss; it’s a strategy for more—more meaning, more joy, more life. What’s your less?

With a little help from my peers

Mar 16, 2024

Coaches are fantastic. They’re the lighthouse guiding ships to shore — illuminating the path, preventing mishaps, nurturing growth, removing the cloud, and stretching the vision. But let’s face it, having a coach glued to your side 24/7? Unrealistic.

Enter Peer Support. It’s the unsung hero in the journey of personal and professional growth. Those in the same boat, bailing water frantically, just like you. The camaraderie on this vessel? Unmatched.

A peer group isn’t just valuable — it’s indispensable. Insights, ideas, accountability — it’s a treasure trove. The shared battles, the unified struggles, the joint victories. It’s confirmation: You’re not tilting at windmills.

These aren’t just your weekend friends. Sure, some might cross that line. But these are the allies, the confidants, the honest mirrors reflecting the reality of your journey.

Seek them out. Embrace them. Because a little relief, a little understanding, a little peer-supported push can turn the tide. In the sea of life, it’s better to row together.

Standing by a brand promise

Mar 15, 2024

Brands carry weight. Swiss watches symbolize precision, Apple, innovation, and being different. But what of brands failing their standards?

Take United Airlines’s “fly the friendly skies” until you are bumped from a flight because it is overbooked and dragged away by security. It’s not too friendly. Hollow claims shake consumer faith and tarnish reputations.

Brand promises may become insignificant. Take Dominoes and their pledge to deliver pizza “in 30 minutes or less,” which has been honored for years but has become a promise that is no longer as meaningful to consumers. Quick delivery was important, but providing great-tasting pizza needed to be part of the equation.

Branding is not just marketing. It’s a pact: your name guarantees what you stand for. It must mean more than words—representing real values and actions. And if it is something we can stand by in 50 years, even better.

A brand’s strength lies not in its name but in its promise. Organizations and even individuals must determine what they stand for and ensure that their brand isn’t just a label but a testament to genuine commitment.

Organizations, and again, even individuals, should determine and understand what they stand for. What values do we want to portray? What does that imply? How do we behave because of that? What do we promise our stakeholders because of these values? This becomes our values, our brand promise, and our culture. It is an identity.

If we are unclear about what we stand for and cannot make any promises about that, why do we expect anyone else to think of us differently?

The game plan imperative

Mar 14, 2024

A game without a plan is chaos. This is true in sports, business, and life. Without a plan, you’re a ship without a rudder.

A solid game plan has clarity, strategy, and adaptability. It outlines objectives, defines roles, and sets the path to victory. “Plans are nothing; planning is everything,” Eisenhower said, emphasizing the process over the document.

Who crafts this plan? Leaders, coaches, the visionaries. But it’s not a solo act. It’s a team effort, with input from all players ensuring buy-in and diversity of thought.

Communication is the lifeline of any game plan. Clear, concise, continuous. Every team member must understand their role, the overall strategy, and how they fit into the big picture.

A good plan is the north star, guiding decisions, driving actions, focusing efforts. When everyone knows the plan, moves in unison, the team doesn’t just play, it dominates.

A well-executed plan turns vision into victory.

Striving for the top

Mar 13, 2024

Many aspirants want to rise. We seek promotion and recognition, which allows us to gain further control and become integral to leadership.

And with it, too, comes responsibility ,accountability, and greater scrutiny. You no longer report to one but instead are beholden to the whole team.

What we need to appreciate is that with success comes increased strain. Consider a top athlete working their way up and increasing their profile. Yet when they are at the top, everyone is now looking at them, and while stepping up permits some flaws and setbacks, as a part of the journey, the top is unforgiving in expectations.

It is imperative for any leader striving for the top to be prepared for the responsibility and appreciate that the increased demands may possibly impact all facets of one’s life. It is not a matter of being able to minimize the strain but more so the ability to develop resilience and tools for managing the top.

Who do you invite to your table?

Mar 12, 2024

The cornerstone of success? People. The right ones transform strategy into supremacy. They’re the soul of innovation, drive, and competitive edge. Yet, many miss the mark. Why?

Leaders, reflect: Are your hires potential game-changers, capable of outshining you? Settling for less means stepping back, not up.

“The key to successful leadership is to hire people who are smarter than you. Hire people who are more talented than you. Don’t be afraid of being challenged,” advised Marissa Mayer. It’s about elevation, not intimidation. Bypass ego, embrace potential, uncover brilliance. The result? Collective elevation, unmatched success.

Are you ready to upgrade your team and yourself?

The stubborn edge

Mar 11, 2024

“Stubbornness is not a lack of intelligence but a lack of flexibility,” remarked the late Steve Jobs. Businesses walk this tightrope of tenacity.

History is rife with stubbornness—some catastrophic, some visionary. Blockbuster laughed off Netflix, a $50 billion blunder. Yet, on the flip side, Winston Churchill’s steadfastness became Britain’s WWII bulwark.

Kodak clung to film in the corporate realm, missing the digital memo. Contrastingly, Henry Ford’s insistence on the Model T revolutionized manufacturing. The lesson? Stubbornness can be the anchor or the sail.

Consider Nintendo, a company that is over a century old, which began with playing cards. They stubbornly pursued entertainment through countless tech evolutions, pivoting to video games and becoming a household name.

Stubbornness isn’t about digging in your heels but knowing when to pivot with purpose. It’s about a resolve that’s informed, not inflexible. It’s the wisdom to say, “This is my stand,” or “This is my new direction.”

So, channel your inner Churchill or Ford when the path is clear. It’s a pivot like Nintendo when the winds change. Because stubbornness, wielded well, isn’t a barrier. It’s a breakthrough.

Captured in time

Mar 10, 2024

Photos, more than mere snapshots. They’re vessels of time, emotions, life. Ever noticed how a single photo can transport you back? Memories tied to images, more vivid, more real.

Our lives are a collection of moments, some forgotten, until a photo brings them back to life—that laughter, those tears, silent yet deafening in their stillness. “We take photos as a return ticket to a moment otherwise gone,” Katie Thurmes said. Isn’t it profound?

Reflect on those impactful memories. Without photos, details fade, but with them, every emotion and nuance remains intact. They’re not just pictures; they’re our history, our feelings, our legacy.

Cherish those images, for in them, lies the essence of our most cherished experiences. Let’s not just capture but relive, appreciate, and hold dear. After all, memories might fade, but photos remain, forever capturing a fragment of our souls.

Seeds of knowledge

Mar 9, 2024

Each day, a wealth of knowledge unfolds before us. Think about it—how many new insights, ideas, or lessons cross your path? Yet, how often do we seize these opportunities, turning passive encounters into active learning?

It’s not just about acquiring information; it’s about applying it. Knowledge, in theory, is like a seed; it needs action to grow. But here lies the question: Why do we let these daily treasures slip through our fingers?

Reflect on the last time you learned something new. Did you stop at understanding, or did you push forward to application? The bridge between knowing and doing is where actual growth happens.

So, next time you encounter a new piece of wisdom, pause and ask yourself: How can I use this? It’s a simple shift, transforming passive reception into active learning.

The heart of unthinkable success

Mar 8, 2024

Success isn’t reserved for the chosen few. It’s the outcome of clarity and determination. Consider J.K. Rowling: rejection was her companion before “Harry Potter” found its home. Her perseverance is a beacon for those chasing a dream against the odds.

Then there’s Apple. Started in a garage by Steve Jobs and Steve Wozniak, it wasn’t just about talent; it was about a relentless pursuit of a vision, shaping the future of technology against all odds.

These stories illuminate a fundamental truth: success is less about chance and more about defining what you want and pursuing it relentlessly. Socrates once said, “The secret of change is to focus all of your energy, not on fighting the old, but on building the new.” This philosophy is central to those who leave a lasting impact.

What’s your vision? Are you ready to chase it with every ounce of your being? If hesitation creeps in, perhaps it’s time to ponder your path. While we may be able to fool others, where is the value in doing the same to ourselves? It seems like a pointless game for one.

But if conviction stands firm, embrace the journey. The road from dream to reality is laid with sacrifices and hard work. If you are ready to lay these bricks, the monument of your success awaits. It may require a few setbacks before you realize it.

The more powerful your conviction, the greater the likelihood that others will be committed to helping achieve that vision.

Leading edge or following suit

Mar 7, 2024

What can others’ examples teach us? Look to the pioneers, the trailblazers. Amazon redefined delivery and returns—where does that leave the rest of us?

Consider the game changers: Apple reshaped technology usage, Airbnb transformed how we travel, and Tesla challenged the auto industry’s status quo. They didn’t just push boundaries—they set new ones.

But here’s the question: to lead or to follow?

Leaders innovate, take risks, and reap the rewards. They write the rules. They change the game. But not without cost. The burden of leadership is heavy, filled with uncertainty and the potential for failure.

Followers adapt and adopt, capitalizing on the paths leaders carve. It’s safer, sure. But it’s also limiting. The glory goes to those who blaze the trail.

What do you gain from leading? From following? Each has its merits, but what are the outcomes and the returns? Chalk and cheese.

So ask yourself, where do you stand? At the forefront, charting a course into the unknown? Or a step behind, watching and waiting?

Choose. But know this: your choice shapes your journey and the returns it brings. Lead, follow, and most importantly, learn.

Job done

Mar 5, 2024

The goal we set with clear expectations, deliverables and measurable outcomes are simple to understand.

Did you arrive on time? Did you meet the sales target? Were you able to save the amount by the given date? Did it meet expectations?

If we were almost there, we did not hit the mark.

The job done is either complete or not at all.

Always a choice

Mar 4, 2024

‘I don’t have a choice.’ How often do we hear this? But pause and consider: there’s always a choice at every crossroad and obstacle. Boldly move forward, cautiously inch ahead, or retreat. There’s even the choice to stand still. Each is a decision, each a path chosen.

Choosing isn’t just about action but perspective, attitude, and response. Saying “I have no choice” is a choice—a choice to relinquish control and deny your own power.

Inaction is an action, and silence, a statement.

Every moment offers the opportunity to choose. Will you be the driver or the passenger?

Do you forfeit your power, or embrace it. Whether moving mountains or taking a single step, you’re always one decision away from a different life. It’s your choice?

Leadership: A Privilege, Not a Right

Mar 3, 2024

Who does leadership serve? It’s a question that’s not asked often enough. Leadership, at its core, is about others, not oneself. It’s a privilege, an honor bestowed upon those willing to bear the mantle of responsibility and ownership. The true essence of leadership lies in the understanding that the lives and careers of many rest in your hands.

But what happens when this fundamental truth is forgotten? When leaders act as if their position is about serving their interests rather than those of their team, their organization, or their community?

Consider Nelson Mandela, a leader who understood leadership was not about elevating himself but lifting others. Mandela dedicated his life to serving his people, spending 27 years in prison for their right to freedom and equality. His leadership was not about personal gain but about the collective good.

Or Mother Teresa, who led by serving the poorest of the poor. Her leadership was about seeing the dignity and worth in everyone, no matter their circumstances. Leadership was defined by sacrifice, compassion, and a commitment to others.

These examples starkly contrast leaders who have faltered under the weight of ego and self-interest. History is littered with the consequences of such leadership — companies that crumbled, nations that were led astray. Today, there are re few leaders who can hold a mantle of selflessness.

So, what is leadership about for you? Are you ready to accept the responsibility that comes with it, to prioritize the welfare of others above your own?

“Leadership is not a position or a title; it is action and example.” This quote underscores the essence of true leadership. It’s not about your power but about the empowerment you offer others.

As you reflect on your leadership journey, ask yourself: Am I serving others or serving myself? The answer to this question may define the legacy you leave behind. And will you be admired or not?

New and exciting

Mar 2, 2024

The new technology or tool you just received is exciting when you think of the possibilities and how it may help and ultimately create efficiencies, and improve outcomes.

But, you need to learn how to use it, and spend time to master some of the simple, but still nuanced features.

Novel and thrilling lasts a moment, learning and adopting the tool, while harder is longer lasting and even more exhilarating. Change comes from the latter.

Relevance and success

Mar 1, 2024

Success. We all define it differently, but isn’t it about relevance at its core? It’s about the right person finding value in our work at the right time.

For a CFO, it’s delivering accurate financials for critical decisions. For a car salesperson, it’s ensuring the vehicle shines and the customer experience sparkles. Zoom before COVID had limited success, and a company with employees and no office was not a consideration.

Yet, relevance is a fickle friend. What’s essential today may fade tomorrow. A spreadsheet crucial for a bank loan today may collect dust tomorrow. A book can change lives or gather dust based solely on the reader’s current state.

But here’s a twist: Rejection or disapproval doesn’t necessarily mean your work lacks value or relevance; it may simply mean you haven’t found the right audience yet. “Relevance is the new reputation,” as the saying goes. Your project’s success depends on its resonance with the intended recipient when they require it.

Rejection is not the end of relevance. It’s a signpost guiding you to seek a better match for your work. Finding your niche is vital in a world awash with opinions and preferences.

Thus, success in our tasks, creations, and services is tied to relevance. It’s about aligning our output with the shifting sands of need and perception. Before lamenting a misstep or a missed opportunity, ask: Was this for them? Was this for now?

Navigate by the stars of relevance and audience alignment, and you’ll find that real success is not just about meeting expectations but meeting the moment with the correct key for the right lock.

Average

Feb 29, 2024

Average. It’s the benchmark for the acceptable, isn’t it? But have you ever stopped to think how dismal ‘average’ really is? How it’s light-years away from excellence?

Steve Jobs once said, “Be a yardstick of quality. Some people aren’t used to an environment where excellence is expected.” Aren’t we setting the bar too low if average is our measure?

Average isn’t an aspiration; it’s a concession. A surrender to mediocrity. Why settle when the extraordinary is within reach?

The mark of a true leader

Feb 28, 2024

Leadership isn’t just about setting the course, making decisions, and assembling the team. Sure, that’s part of the package. But what about the everyday? The quiet moments of guidance and the standards you set?

Ask yourself: When the going gets tough, do you step up? Are you the first to own your mistakes and fix them? How do you handle accountability? Is your feedback honest, direct, yet kind? In failure, do you look outward, or do you assume responsibility? And in success, do you hog the limelight or spotlight your team?

Leadership is perpetual. You’re the beacon others look to. If your team is lacking, maybe it’s time to switch the gaze from them to you. What might you discover in your reflection?

Are you leading by example or just managing by instruction?

Why songs stick and work doesn’t

Feb 27, 2024

Ever wonder why you can’t shake off a catchy tune but forget a task moments after reading an email? There’s science—and art—to it.

Music sticks in our memory with its rhythm, repetition, and emotion. It’s why you remember the lyrics of a song from your childhood but not the details of yesterday’s meeting. Oliver Sacks, a renowned neurologist, noted, “Music imprints itself on the brain deeper than any other human experience.”

So, how do we translate the stickiness of songs into workplace productivity?

First, rhythm: Establish a workflow with a predictable beat, a routine that, like a chorus, returns and reassures.

Second, repetition: Just as choruses repeat, reinforce critical tasks and goals. Repetition breeds familiarity and memory.

Third, emotion: Connect tasks to emotions, values, or outcomes. Make the work matter personally to everyone involved.

Music teaches us that memorable isn’t just what’s heard—it’s what resonates. In business, don’t just assign tasks. Create a symphony of purpose, rhythm, and repetition. Let your team’s work be their song.

Culture is King

Feb 26, 2024

Ever watched a titan fall? Or witnessed the underdog’s rise? It’s not black magic; it’s culture, shaped by those at the helm.

Consider Liverpool FC, a case study in leadership and legacy. How did a team bolstered by just four seasoned players and a cadre of eager teenagers clinch a cup final? Post-victory, their anthem, “You’ll Never Walk Alone,” wasn’t just a song but a testament to unity, spirit, and collective resolve.

Culture isn’t a buzzword here; it’s the fabric of their identity, the secret sauce to their success. Contrast that with their rivals, crumbling under the weight of new ownership, losing more than games—losing their spirit.

The lesson? Culture isn’t a checkbox. It’s the cornerstone of victory. Visible to all, it’s what separates the fleeting from the timeless. Want to join the ranks of champions? Cultivate a culture that wins.

Twists

Feb 25, 2024

Any prolific reader of crime, suspense, drama, horror, and even romance will share that the twists are compelling and exciting.

As Alfred Hitchcock once said, …

The twists are what make life exciting and intriguing. We want the surprise, the pure satisfaction of all being perfect, done on time, without much hassle or challenge.

Yet, if our days ran smoothly, were predictable, and without any deviations or change, this would amount to absolute boredom for many.

Accept that twists do happen far more than you may believe and even want. Yet, those twists make this all challenging, keep one engaged, and ultimately provide the exhilaration and satisfaction we eventually desire.

Permission

Feb 24, 2024

Granted or not. All too often, we seek permission when none is required.

Permission becomes another reason not to attempt and for inaction. It is inevitably leading to a lack of results.

When we know what we need to achieve and what the goal is, permission is not required. The opposite may be more appropriate, and defiance to do what is necessary is the order of the day.

Permission is always granted when we attain the results. In some instances, it may be before, but often in quiet acknowledgment of what has been attained.

Who’s watching the news?

Feb 23, 2024

I will admit: I am not a fan of TV. Why, you ask? It’s a drama-filled spectacle, more about judgment than journalism, more biased opinion than unbiased facts. What’s in it for me? If something essential happens, it inevitably finds its way to me.

But here’s the kicker: Aren’t organizations doing the same? Marinating in negativity, feasting on drama, quick to judge, and all too comfortable in their echo chambers of bias.

What if we flipped the script? Imagine a world where we’re not echoing the news. Instead, we’re spotlighting the victories, the positive outcomes, the steps forward. What if we celebrated advancements and efforts rather than dwelling on past mistakes?

Ask yourself: Are we contributing to a culture of negativity like the evening news? Or are we highlighting the good, the progress, and the positive?

Navigating the speed of decision-making

Feb 22, 2024

The line between rapid decisions and thoughtful deliberation is fine yet critical in leadership. Striking the right balance is essential, as the quality of decisions often outweighs the speed at which they are made.

Leaders face the paradox of acting swiftly while avoiding rash decisions. Hasty judgments can lead to errors, yet undue delays can stifle progress. The key lies in recognizing the nature of the decision. Strategic decisions demand thorough analysis, whereas operational ones should prompt quicker action. Understanding the impact and type of decision at hand guides the pace and depth of our deliberation.

Effective decision-making involves a balanced framework: assess quickly, gather essential information, deliberate on options, act decisively, and review outcomes. Leaders can enhance decision-making efficiency without sacrificing quality by setting clear priorities and deadlines. Employing techniques to reduce decision fatigue, such as delegation and streamlined processes, can optimize decision-making speed. This approach ensures decisions are made with the right blend of haste and thought, aligning actions with organizational goals and values.

Finding the optimal pace for decision-making is crucial for successful leadership and organizational growth. By applying a balanced approach, leaders can navigate the complexities of decision-making with confidence and clarity. Reflecting on Sir John Ratcliffe’s recent comments regarding fixing Manchester United, a powerhouse that has fallen from grace over the past decade, “Fixing the club is not a simple task. Management must walk to the right solution, not run to the wrong one,” reminds us that thoughtful deliberation leads to sustainable solutions, reinforcing the value of precision over haste in the quest for effective leadership.

Choose your hard

Feb 21, 2024

It’s never easy. Who craves discomfort?

Cocooned in bed, lounging on the couch—sounds ideal, right? But some choose differently. They embrace the grind. Why?

Pain is a given. The timing? Our choice.

Study now or face failure later? Eat well or wrestle with health issues down the line? Work out or struggle to climb stairs? Address the revenue/employee/supply etc. issue now, or face the slow but progressive downfall.

It’s the student burning the midnight oil, the entrepreneur skipping the party for the pitch, and the athlete in the gym while others sleep.

Professional, personal—it’s all on the table.

The question is, which hard do you choose? The hard that builds you, or the one that breaks you later?

Grind today for pleasure tomorrow. Or take it easy now and pay double later.

It’s your call. Pick your hard.

The ‘Nice Guy” finish

Feb 20, 2024

What does it mean when people say, “Nice guys don’t win”? It’s a phrase tossed around, but let’s dissect it. Does being ‘nice’ equate to a lack of success?

Statistics and stories offer mixed insights. Consider business leaders known for their kindness, like Satya Nadella at Microsoft, who emphasizes empathy, or Anne Mulcahy, who led Xerox through tough times with a people-first approach. They challenge the stereotype.

But what’s the real narrative here? Is it about being ‘nice,’ or is it about being passive?

Here’s the distinction: Success doesn’t shun niceness. It shuns passivity. The misconception lies in equating kindness with a lack of assertiveness.

So, what should one do? Be friendly, but be firm. Set boundaries. Speak up. Kindness doesn’t mean saying yes to everything. It means respecting others and yourself.

And what should one avoid? Don’t mistake niceness for a lack of conviction. Don’t let kindness be your downfall by allowing others to overshadow your needs and opinions.

The narrative needs a shift. It’s not about nice guys finishing last but passive individuals missing out. Be kind, but also be clear, assertive, and proactive.

So, question the narrative. Nice guys can win – if they’re assertive, strategic, and empathetic. The real question is, how will you redefine your success?

Motives unmasked

Feb 18, 2024

What drives you? Better yet, who’s fueling that drive?

We’re led. Sometimes astray. By others’ motives, hidden agendas, and the unseen pull of puppet strings. Their intentions? A mystery.

History is riddled with the misled and the misleaders. The Trojans welcomed a wooden horse led by the deceit of Greeks. Did they question the motive behind the gift?

Consider the dot-com bubble. Investors, led by greed, ignored the basics. Why? Because the crowd roared on, and fear of missing out led the charge.

A good idea at the time, so that one may think, but questionable accomplices in time.

But let’s turn the mirror. Our motives—do they align with our actions? Or do we dance to a tune that’s not our own?

This isn’t about judgment. It’s about awareness. It’s about pausing the anthem to listen.

Are we being led? If so, why? And more importantly, to what end?

Question the path before the next step. It’s your story, after all, and no one will recall your motive but rather your action.

Job on deck

Feb 17, 2024

The job. It’s yours. Is it your strength? Maybe not. Comfort zone? Hardly. But it’s on your plate.

You’ve got a choice. Take it on with gusto, make it your craft, or spend your time in the why-nots and the can’t-dos.

Do you want the job? Really want it? Because if you don’t, the door’s wide open. No takers?

It’s not about the job fitting you. It’s about you fitting into the job. Adapting. Excelling.

Remember, every job is a self-portrait of the person who did it. Autograph your work with excellence.

So, what’s it going to be? Will you rise and shine or decline and whine?

Choose. But choose wisely. The job’s not on trial. You are.

Winners and the best

Feb 16, 2024

In the competitive arenas of sports, business, and personal growth, “winning” and being “the best” are often perceived as synonymous. However, a deeper dive reveals a significant difference: winning is achieving a goal or the top position in a single event, marked by quantifiable outcomes like scores or profits. It’s the immediate recognition of success, often celebrated and highly visible.

Conversely, being “the best” transcends individual victories, embodying consistency, discipline, and a commitment to excellence over time. It’s about the journey as much as the destination, marked by a love for the process and continuous improvement. The best individuals or teams maintain a high standard of performance and conduct, evolving and adapting to ensure long-term success. Aristotle’s philosophy, “We are what we repeatedly do. Excellence, then, is not an act, but a habit,” encapsulates this ethos perfectly.

The distinction between winning and being the best is highlighted when considering cases where the winner of a competition doesn’t necessarily represent the pinnacle of excellence. Temporary success can be achieved through luck or a singular effort, but being the best is characterized by sustained achievement and the development of a legacy that influences immediate victories.

Society tends to spotlight winners, those who achieve top honors. Yet, the legacy of being the best—rooted in integrity, perseverance, and a relentless pursuit of improvement—has a more profound and lasting impact. This calls for a shift in perspective from celebrating transient triumphs to valuing the more profound, enduring success of being the best.

Lasting ties

Feb 15, 2024

Business partnerships are akin to marriages; they are unions not just of mutual interests but shared visions and values. The longevity of such partnerships hinges on the underlying relationship dynamics, the mutual approach to problems, and the co-creation of goals.

The adage ‘It’s not about the destination, it’s about the journey’ rings particularly true here. Partnerships that last prioritize the relationship over the transaction, understanding that the true strength of a partnership lies in its foundation.

Consider the legendary alliance between Steve Jobs and Steve Wozniak, which birthed Apple, or Larry Page and Sergey Brin, who together founded Google. These partnerships thrived not merely because of a shared goal to create technological empires but due to their underlying respect for each other’s abilities and their alignment in vision. It is the harmony of skills and the unity of goals that often dictate the success trajectory of such partnerships.

Approaching partnerships requires a finesse akin to a seasoned gardener’s; it is about nurturing and tending to the relationship. Setting common goals is the soil where the partnership grows; without this fertile ground, it cannot flourish. These goals must be explicit, measurable, and, most importantly, co-created. Statistics show that clearly defined objectives are 37% more likely to be achieved, highlighting the importance of clarity and mutual understanding in a successful partnership.

Effective collaboration is the sunlight for these seeds of partnership, where each party brings its strengths to the table, working in unison, not in competition. The most enduring alliances are characterized by a deep-seated understanding that the whole is greater than the sum of its parts. In the words of Helen Keller, “Alone we can do so little; together we can do so much.” This synergy is evident in the 70% of business partnerships attributing their increased innovation to successful collaborations.

The fundamental principles of lasting partnerships are underpinned by trust, mutual respect, and consistent communication. Trust acts as the currency of the partnership economy. Without it, the partnership is merely a facade, likely to crumble under the slightest of pressures. Mutual respect ensures that conflicts are navigated with a focus on solutions rather than blame. Through consistent communication, partnerships weather the storms of uncertainty, with 65% of businesses acknowledging that frequent and open communication is the key to partnership success.

In conclusion, the tapestry of an enduring partnership is woven with the threads of relationship dynamics, shared goals, and effective teamwork. It is a tapestry that depicts not a static image but a dynamic scene of continuous growth and adaptation. Like any successful venture, it demands dedication, a commitment to the collective good, and an unwavering focus on the shared path ahead. It is through this lens that partnerships transform from mere ventures into legacies.

Embrace extreme ownership

Feb 14, 2024

In the realm of high achievers, where mediocrity is the adversary, “Extreme Ownership” as delineated by Jocko Willink, stands as the non-negotiable foundation of unparalleled success. This principle, distilled from the crucible of combat, advocates for a brand of leadership that is all-encompassing, relentless, and unwaveringly accountable.

At its core, Extreme Ownership demands that leaders take absolute responsibility for everything—successes and failures. It’s about owning every outcome and understanding that excuses are the enemy in the quest for excellence. This ethos transforms challenges into opportunities, fostering a culture where every team member is empowered, engaged, and driven towards a common goal.

High performers recognize that adopting Extreme Ownership is not merely a strategy but a lifestyle. It calls for introspection, discipline, and the courage to lead from the front. By embodying this principle, leaders inspire trust, ignite motivation, and drive their teams to achieve beyond what seems possible.

In embracing Extreme Ownership, we elevate our leadership and set the stage for a legacy of success that transcends the individual. A commitment to excellence shapes destinies, proving that when we own our decisions, we own our future. Adopt it, and watch the transformation within and around you—because true leadership is about taking charge in every sense of the word.

The right fit over familiar face

Feb 13, 2024

Are you using a fork to slice a carrot? A broom to mop the floor? Perhaps pedaling a fridge on a bike across town? You could, but should you?

Sure, you might manage. You might even pat yourself on the back for it. But let’s get real—using the right tool amplifies success. It’s efficient. It’s smart. Would you willingly pay more for a ‘maybe’ when you could invest in a ‘definitely’?

We understand this with tools. So, why do we forget it when it comes to people?

We’ve all seen it. The underqualified candidate lands the job. They don’t tick the boxes for experience or fit, yet there they are. It’s a common play.

Promotions handed out like door prizes, because why not? Because they’re familiar, not because they’re ready. We throw them in the deep end, no lifeline, no floaties, and we’re surprised when they flounder. We think we can turn forks into knives and brooms into mops, but at what cost?

Choosing the right person for the job is a game-changer. They need to come equipped, or we have to be committed to equipping them. That’s time, training, transformation.

Time – it’s the currency of change. And we’re often short-changed on patience.

Don’t confuse convenience with capability. Don’t mistake a quick hire for a lasting solution. Success isn’t a grab bag of assorted traits. It’s the result of careful choice, the right fit, not just the familiar face.

Choose wisely. Your organization’s success depends on it.

Hiring yourself

Feb 12, 2024

Would you?

You consider the qualities of your peers and others you work with, and yet do you ever consider how you may stack up against those same criteria and assessments you put others through?

What is it that makes you an incredible team player?

What would others be weary of concerning your daily engagement?

While there may be behaviors and practices of others, we are acutely aware of them, and we should consider whether we would pass the same evaluations ourselves.

And therein lies opportunity. An easy fix, or so you say regarding others, but is it that simple, and what are you doing about it?

Would you?

The lead we follow

Feb 11, 2024

Where do our behaviors originate? It’s a question that demands introspection, especially for those striving for peak performance. Children often mirror habits from their immediate circle: parents initially, followed by teachers, peers, and eventually, workplace mentors.

As adults, we gain agency over our influencers. Choosing a role model is not trivial; it’s strategic.

The right figures act as blueprints for success, paving a well-trodden path we can adapt to our journey. The impact of emulation on personal and professional growth is significant – what behaviors are you mirroring, and are they serving your aspirations?

The leaders and icons we follow can propel us forward or anchor us to mediocrity. Choose your influences like you choose your destiny – intentionally.

A strange relationship

Feb 10, 2024

Would you regularly engage with someone who, while providing fleeting pleasure and relaxation, ultimately leaves you stressed and lethargic and disrupts your sleep? It seems irrational, yet 80% of adults choose this path, with half indulging weekly. This is our alcohol relationship.

Alcohol, a legal yet essentially toxic (poisonous) substance, burdens the body and contributes to a slew of health issues (do a simple search of the effects): high blood pressure, heart disease, various cancers, immune system decline, and cognitive impairments, to name a few. Its impact extends beyond personal health, often fracturing relationships and altering personalities.

The contradiction deepens when considering that during the COVID-19 pandemic, alcohol availability in the U.S. spiked, and in the ensuing years, alcohol-related deaths subsequently soared by 45%. Society’s norms further entrench this habit, casting non-drinkers as the anomaly, potentially leading to social ostracism.

But what if we reevaluated this relationship? Forsaking alcohol can enhance sleep quality, nutrition, energy levels, appearance, and financial savings. It promises a boon to mental well-being, relationship health, and longevity.

Testing a break from alcohol, whether for a week, a month, or a year, can reveal much about its true impact. It’s a chance to reassess what we accept as harmless indulgence and recognize its potential as a barrier to our goals and well-being. Could it be that what we assumed was a benign escape undermined our aspirations?

Only stepping away can tell.

Reliability in teams

Feb 9, 2024

The exceptional-looking car has one fundamental issue: one can never count on the engine starting. How long do you imagine it may take to exchange it for another vehicle? Similarly, the toaster toasts erratically, the store that opens erratically, and the pen that writes sporadically. We want to know if we can rely on things or soon we will lose trust and move on.

In the quest for exceptional teamwork, focusing on compensating for others’ shortcomings is tempting. However, true teamwork is not about picking up slack but being the reliable factor that others can count on. This shift in perspective—from depending on others to being dependable ourselves—creates a fundamental change in team dynamics.

Consider the insights from the book “The Boys in the Boat,” which illustrates the power of unity and mutual reliability. The crew team’s success was not merely due to individual prowess but their collective trust and accountability.

They are reliable means embracing responsibilities, commitments, and expectations. It’s a reciprocal relationship; our contribution strengthens the team, and in turn, the team’s achievements reinforce our sense of purpose and accomplishment.

By committing to reliability, we fulfill our role and contribute to an environment where excellence is the norm. We may never fully realize the impact of opting out, but being a reliable team member benefits everyone involved.

Reliability isn’t just a trait; it’s the cornerstone of exceptional teams. For any high-performing team, we depend on reliability; where it does not exist, we either find it or redefine what we consider to be high-performing.

A different pleasure

Feb 8, 2024

Who does not love a hot vacation, sitting on the sand, reading, wiggling one’s toes, before diving into the cool water, only to have the sensation of a bit of calcification as the water slowly dries on your skin?

Many do. Others seek the cold. To bundle up and enjoy the exhilaration of hills as they navigate obstacles, to experience the thrill of powdery snow being swept aside as you rapidly descend, the faster, the better.

What works for one may not work for another. It depends.

Similarly, employees who join an organization may not enjoy the environment, the purpose, or the work. While for the vast majority, it may be ideal.

Like any vacation destination, it may be ideal for some and lackluster for others.

The fit is essential. Who wants to be on vacation with those constantly complaining about the sand or the cold? It is less appealing for those around them and negatively changes their pleasure.

Beach or snow lovers are not bad people, they merely have a different pleasure, as so should they find their happy destination.

Steady at the helm

Feb 7, 2024

The changing tides of leadership in some organizations is almost as prevalent as the tides or changing seasons. The one constant with some organizations is that there is consistency in leadership changes, and with that comes. And what you do find is that Leaders change with such frequency. In the ever-shifting sands of the business world, stability stands as the bedrock upon which enduring success is built. Stability in leadership is not just a pillar; it is the foundation that upholds the structure of an organization’s goals, ethics, and journey toward success.

A stable leader is a compass in the tumultuous sea of market trends, investor expectations, and internal dynamics. Such leaders exemplify steadfastness by standing still and evolving with unwavering intent. They provide a clarity of direction that acts as a guiding star for every level of the organization. This clarity isn’t proclaimed in grand speeches but woven into daily operations. The consistency of their actions and decisions fortifies their team’s trust and confidence, creating an environment where focus is maintained and distractions are minimized.

Stability in leadership manifests in the subtlety of consistent execution. It’s the repeated adherence to processes that align with the company’s vision, creating a rhythm that becomes second nature to the team. The leader can take the long view to see beyond the immediate horizon and navigate towards long-term outcomes. Stable leadership is about the relentless pursuit of these outcomes, ensuring that every project, every task, and every initiative is relevant and contributes to the overarching goals.

The actual test of stable leadership is found in its engagement rules. These rules are not mere guidelines but the essence of the organization’s culture and ethos. They are what make the workplace a sanctuary for productivity and innovation. When the rules of engagement are clear, consistent, and aligned with the organization’s values, they create an atmosphere where respect is mutual and accountability is natural.

Stability in leadership is not about immutability. It is about being unwavering in one’s core principles while adapting to the changing tides. It’s about being predictable in one’s values and flexible in strategy. The benefits of such leadership are multifaceted—it fosters loyalty, encourages risk-taking within safe boundaries, and ultimately leads to sustainable growth.

In a world that often confuses motion with progress, stable leadership is the discerning force that distinguishes the two. It makes employees feel grounded, valued, and part of a journey worth their time and talents. For businesses looking to survive and thrive, investing in stable leadership is not an option—it’s an imperative.

The discipline difference

Feb 6, 2024

“Discipline is the bridge between goals and accomplishment,” Jim Rohn once said. It’s a universal truth that transcends time and space, yet it is often the most overlooked.

There comes a time in every endeavor, whether in our professional or personal lives, when motivation dwindles and desire dims. Inspiration seems as distant as a star in the day sky. Fatigue, wellness, nutrition, or a shadow of apathy can be the culprits. In these moments, it’s not about the push; it’s about what happens when the push doesn’t come naturally.

Enter discipline.

Consider the greats—artists, scientists, leaders. They all danced with the same partner of human frailty. The common thread in their tapestry of success was not an unending well of inspiration but the steady hand of discipline.

Discipline makes us show up to our craft and duty, even when the muse is silent. The unwavering commitment to our cause turns the mundane into the magnificent. Discipline is not just about gritting your teeth and grinding it out; it’s about setting a course when the seas are calm so that we know where to steer when the storms hit.

“Discipline is remembering what you want.” The disciplined remember not just with their minds but their actions daily.

It’s not the grand gestures or the bouts of midnight oil burning that carve our paths. It’s the small, consistent, daily disciplines. The uncelebrated step after step that paves the road to achievement.

So when you feel that your reservoir of passion is running dry, when the well of motivation seems to be nothing but dust, remember this: discipline is your lifeline. The silent, powerful engine drives you through the desert of inertia to the oasis of accomplishment.

Embrace discipline, for it is the distinction between those who dream and those who do. The quiet power turns the inevitable push into an inspiring shove toward greatness.

Waiting for inspiration

Feb 5, 2024

Photographer Annie Leibowitz remarks about someone sitting and waiting for inspiration. A familiar scene. But where does inspiration come from? And where should we look for it?

Inspiration is a whimsical traveler, showing up unannounced and often when least expected. Is it something we can chase, or does it find us? It’s an enigma – unpredictable and elusive. Can we seek inspiration, or is it about being in the right place at the right time?

Maybe the secret lies in the ordinary. Inspiration might be hiding in daily life – a leaf swirling in the wind, an overheard conversation, a memory flashing by. It’s in nature’s quiet moments, the stories people tell, and the depths of our own experiences. It’s about observing, living fully, and letting those ordinary moments speak to us.

Instead of waiting for inspiration, let’s be open to it. It’s all around us, in the mundane and the magnificent. What if inspiration is not lost but patiently waiting for us to notice?

Reality: A perspective

Feb 4, 2024

Our reality is shaped by where we stand. What’s true for one might not be for another.

Reality isn’t fixed but varies with perspective. We should reconsider what we take for granted as “real.”

It’s not just about seeing things from our point of view but recognizing that others see things differently.

Before we assert something as the truth, it’s worth considering how our position influences our perception. Reality, then, is more about perspective than an absolute truth.

If we cannot understand someone else’s perspective, we must move from where we stand. It is not about right or wrong but creating opportunities to understand better.

After all, if we cannot do that, who is the one that is misinformed?

Kind communication

Feb 3, 2024

When we speak, every tone and choice of words shapes the outcome of our conversations. Imagine choosing kindness as our guide, creating interactions as delightful as a path lined with flowers, far away from the discomfort of thorns. This approach to communication isn’t just about being polite; it’s about filling our exchanges with genuine warmth and compassion, which benefits both the speaker and the listener, fostering a positive cycle that uplifts everyone involved.

Consider the power of words that are spoken with care: “The kindest words my father said to me, ‘Women like you drown oceans.'” This quote captures how nurturing and supportive communication can empower and inspire, reminding us that our words have the strength to uplift and encourage others to achieve greatness.

Choosing kindness in our conversations doesn’t mean avoiding the challenging topics or sugarcoating the truth. It means engaging in these discussions with empathy and respect, ensuring that, even when we disagree, the foundation of mutual respect and understanding remains strong.

Let’s transform our dialogues into experiences where kindness and understanding thrive. In a world that can sometimes lean towards the negative, opting to be a source of positivity and compassion is truly transformative.

The words of Maya Angelou resonate. “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

Venturing into the 5 AM Club

Feb 2, 2024

Have you ever pondered the secret sauce of high achievers? It’s not just about grinding harder or serendipity. It’s about the ungodly hour they rise. Enter the realm of the 5 AM Club – a not-so-secret society where the early bird doesn’t just get the worm; it gets a head start on greatness.

Dreamed up by leadership maestro Robin Sharma, the 5 AM Club is more than an alarm setting; it’s a revolution in your daily routine. This isn’t about torturing yourself with early alarms. It’s a deliberate choice to gift yourself an hour of undisturbed self-improvement. Imagine owning your morning while the world sleeps, turning sunrise into your power hour.

Joining the 5 AM Club isn’t just about beating the sun to the punch; it’s a ticket to a transformative journey. You get the stillness that breeds creativity, the alignment with your inner clock boosting your energy, and the mental clarity that comes with it. It’s a discipline dojo, shaping your willpower and readying you for life’s marathons. Picture a morning ritual with exercise, meditation, and reading – a trinity nurturing your mind, body, and soul. It’s not about losing sleep; it’s about gaining a more purposeful life.

So, how do you embark on this transformative path? Start small. Wake up just 15 minutes earlier for a week. Use that time for something you love – reading, journaling, stretching. Gradually increase it. It’s not a race to dawn. It’s about finding your rhythm in the quiet hours.

Embrace the inner underdog

Feb 1, 2024

The San Francisco 49ers are Super Bowl-bound, and while their stellar performance might not shock the masses, there’s an inspiring tale at the heart of it all.

This weekend, the 49ers’ quarterback, Brock Purdy, turned the tides from a looming loss to a victory that clinched the Conference title. Purdy, the epitome of perseverance, has consistently seized every sliver of a chance that’s come his way.

Starting as a third-string recruit at Iowa State, Purdy stepped up as a freshman when the top quarterbacks fell to injuries. He didn’t just fill in; he owned the role, steering the team to a Bowl win in his junior year and smashing Iowa State’s passing records by his departure.

Fast forward to 2022, and Purdy was the final draft pick at number 262 for San Francisco. History repeated itself as he joined as the third-choice quarterback. With the season underway, injuries pushed him into the starting lineup, and there he’s stayed, unwavering.

These narratives are captivating, but they skim over the relentless grind behind his success. Despite not being the archetype of a quarterback giant with speed and a rocket arm, Purdy’s grit has seen him clutch at each opportunity and hold on tight.

His journey reminds us never to settle for comfort and to stop lamenting over what’s handed to us. It’s not about where we’re picked; it’s the hustle in the game and what we do with it.

Perhaps it’s time we all channel our inner underdog. Where can we wedge our foot in the door? The decision is ours, to either burst through that door and make an indelible mark or slip in silently and stay unnoticed.

Building trust, fast

Jan 30, 2024

In creating human connections, trust is the subtle thread that weaves reliability into relationships. Its cultivation is often a slow process, requiring the meticulous patience of a gardener tending to a sapling. Yet, the landscape of modern interactions sometimes necessitates a swifter approach. When urgency calls, and the luxury of time is not on our side, how do we accelerate the growth of trust without undermining its strength?

Emergencies, crisis management, and high-stakes projects — these are the arenas where the traditional timelines for trust-building are compressed. In such situations, indecision can cost more than a misstep. The rapid formation of trust becomes not only beneficial but essential.

Strategies for Swift Trust

Transparency: Like the clear waters of an unpolluted stream, transparency allows others to see the depth of your intentions. Be candid about capabilities and limitations.
Credibility: Credentials are the currency of trust. Display your qualifications and past successes early in the interaction.
Consistency: Even in brief encounters, consistency is critical. Small actions aligned with big promises solidify belief in commitment.
Mutual Goals: Shared objectives create common ground. Identify and emphasize the mutual benefits to all parties involved.
Decisive Action: Inaction is the rust that erodes trust. Decisive action, however, is the polish that restores its sheen. Make informed decisions swiftly.

In the crucible of immediacy, these principles can forge the quicksilver of trust — less through the slow accumulation of shared experiences and more through the potent demonstration of competence, clarity, and commitment.

The discipline difference

Jan 30, 2024

“Discipline is the bridge between goals and accomplishment,” Jim Rohn once said. It’s a universal truth that transcends time and space, and yet, it is often the most overlooked.

There comes a time in every endeavor, whether in our professional or personal lives when motivation dwindles, and desire dims. Inspiration seems as distant as a star in the day sky. Fatigue, wellness, nutrition, or a shadow of apathy can be the culprits. In these moments, it’s not about the push; it’s about what happens when the push doesn’t come naturally.

“Discipline is remembering what you want,” said David Campbell. The disciplined remember not just with their minds but their actions daily.

Embrace discipline, for it is the distinction between those who dream and those who do. The quiet power turns the inevitable push into an inspiring shove toward greatness.

Chasing perfection: Is it worth it?

Jan 29, 2024

Perfection is a tricky thing. It seems essential, right? But when you think about it, what we call “perfect” is often just a matter of perspective. That perfect score or outcome might be someone’s opinion or about nailing a set of rules. But does that truly define perfection?

Aiming for perfection can be like running after the wind – it’s exhilarating at first but can leave you breathless and nowhere closer to catching it. It’s a high bar that often moves just as you’re about to reach it.

But here’s a thought: What if instead of chasing after this elusive idea of perfection, we focused on the steps we take every day? It’s about embracing the little victories and learning from the stumbles. It’s about getting better bit by bit, not overnight.

This approach is less about the pressure to be flawless and more about the joy of growing. And the cool part? When you look back, you might realize you’ve outdone your definition of perfect without even trying to. You’ve moved beyond it, one step at a time.

So, let’s not get hung up on being perfect. We’re already on the right path if we keep learning and improving. That’s something to be proud of.

Legacies beyond trophies

Jan 28, 2024

Leadership in sports is a transient yet striking journey. The natural cycle of leadership brings its unique beauty, shaping teams and touching hearts. Jurgen Klopp’s recent retirement announcement from Liverpool exemplifies this vividly, marking the end of an era.

Jurgen Klopp, Liverpool’s charismatic leader, unexpectedly announced his retirement this past Friday. It’s more than a headline; it’s an emotional moment. Klopp, a figure synonymous with passion and success at Liverpool, leaves a legacy that transcends football. As a club supporter since the 70s, having suffered through the highs of the 80s and subsequent lows for almost three decades, I can tell you this man took us to places unimaginable and has now left a void.

Klopp’s departure echoes beyond Anfield. The team faces a future without their inspirational figure. Supporters grapple with a blend of gratitude and nostalgia. The community, having thrived under his warmth, anticipates a new chapter. Even rivals acknowledge the void his absence creates.

Klopp’s tenure wasn’t just about victories; it was about connections. His love for the game paralleled his passion for people. His laughs, hugs, and raw emotions weren’t just tactics; they were genuine expressions of a man who truly loved his team and supporters.

Klopp, the person, was not in any way remarkable from day one; in fact, he was a good but less than exceptional player; it was in management that he distinguished himself. Good in Germany, it was not until; his arrival at Liverpool that beckoned his purpose.

Leaders like Klopp don’t just leave footprints on the pitch; they leave imprints on hearts. As he steps away, we reflect on the games won and the love and charisma he infused in every moment.

Jurgen Klopp interview

Beyond the horizon

Jan 27, 2024

Consider the horizon. That distant line where tomorrow waits.

Forrest Gump mused, “Where does the horizon end and the sky begin?” It’s a query that beckons us to challenge the limits of what we see and what we can imagine. It’s a metaphor for the marketers, the innovators, the dreamers who look beyond the ‘edge.’

In the marketplace of life, the horizon is your next big idea, the campaign that hasn’t yet taken flight, the story not yet told. It’s where the ‘product’ of your intellect intersects with the ‘market’ of possibility.

Where does your horizon end? Or better yet, where will you let it begin?

The pecking order

Jan 26, 2024

Reflecting on my childhood and later years, it is fascinating to think about the various groups I was a part of, including classroom, teams, family, and even friend circles. I recall trying to understand where I fit in and my role within each of those circles, even in those early years. Inevitably, it was understanding those who had power over me and, in turn, those whom I may have influence over. Not in the sense of exerting power but instead trying to determine an area of comfort within which I can operate and have a sense of relative positioning.

The positioning continues throughout life and is ever prevalent in the professional world, and regardless of our mindfulness towards it, we inadvertently play it each day. It is essential in many ways for survival. We develop tactics and an art form to cope and ultimately conquer, or you may feel survive. Even those who do not seek power are required to participate.

Yet how much do we invest in understanding the games people play and try to understand their need to exert and assert power? Our ability to manage these situations and exertions of power are necessary. These are skills we need to learn and tactics we need to develop. Ecxah person has their rule book, and regardless of whether we believe there are standard rules we all play by or foolishly believe they adapt to ours, it occurs.

You may not wish to be a part of it, but inevitably, it isn’t easy to separate and detach from it. Our ability to consider the games and tactics will help us manage our paths and essentially ensure we maintain our security in the circles we belong in.

The question is not about how much power I can exert but whether I understand the games I am a part of and appreciate and accept my role within them. Afterward, it is essential that you can be content with the dynamic circles in which you partake.

With knowledge comes responsibility

Jan 25, 2024

Have you ever noticed how much we know doesn’t always translate into what we do? It’s a curious thing for us leaders. We collect insights and hoard them as precious gems, yet we hesitate to invest them where they matter. Knowledge is potent, but its true strength is revealed only through action.

We read the headlines, see the struggles—the homelessness that creeps into our cities, the forests that dwindle in the distance—and yet, we often watch from the sidelines, busily absorbed in our lives. “It’s not in my backyard,” we say, but isn’t the world our collective home?

It’s the little choices that stitch together the fabric of our impact. It’s high time we start questioning—the origins of our food and the ethics of our purchases. Each decision whispers our values to the world. As leaders, we don’t just set the tone; we create the tune others will hum to.

What if your solitary step towards change sets off a cascade? Small actions can inspire and transform. It’s like recoiling from a flame. You don’t think; you pull back. Our planet and our health both require this instinctive retreat from harm.

Knowledge is not just a badge we wear but a torch we carry. It’s meant to light the way, not just for us but for the many who follow. What change will your knowledge ignite today? And who will it inspire tomorrow?

Making important work happen

Jan 24, 2024

The resistance we face is real. It happens to anyone who has set a goal that requires consistent and repetitive action over a period of time. No one knows why is comes upon us, but it does. It can last for a brief moment, hours and even days.

In the realm of accomplishment, there lies a simple yet profound truth: important and difficult work demands not just attention, but a dedicated practice. Imagine a craftsman, each stroke of his tool guided by years of refined practice. Similarly, tackling significant tasks requires a ritualistic approach, akin to a daily meditation.

Embrace the ritual: Establishing a practice is akin to setting the stage for a grand performance. Each day, as you engage in this ritual, you are not just working; you are performing an art. The routine is not a chain but a liberating force, freeing you from the paralysis of choice and the chaos of randomness.

Small steps, giant leaps: Consider the power of incremental progress. Seth Godin aptly says, “Small things, consistently done, create major impact.” Each step forward in your practice is a brick in the edifice of your grand vision. Shane Parry echoes this, asserting that “The monumental is achieved through the minute.”

Consistency over intensity: The brilliance of a practice lies not in sporadic bursts of effort but in the unwavering consistency of application. It’s the steady drip that eventually fills the bucket, not the occasional torrent.

Mindset matters: Above all, cultivate a mindset where your practice is not a burden but a sacred space for creativity and progress. In this space, important work doesn’t just get done; it evolves, grows, and transcends.

Developing a practice for important and difficult work is not merely about discipline; it’s about creating a personal sanctuary of productivity and progress. Here, in this space, greatness is not just imagined; it is methodically crafted.

The practice will differ for each person. Find yours and embrace it.

Must do v want to

Jan 23, 2024

In pursuing high performance, leaders of small to mid-sized companies understand the transformative power of motivation. It’s the fuel that drives teams to achieve remarkable results, creating an environment that’s productive and genuinely enjoyable.

However, sustaining motivation can be a complex challenge. Sometimes, personal well-being dips, tasks seem uninspiring or collaborating with specific individuals feel draining. In such moments, the question arises: How can we possibly hope to galvanize the spirits of others when our own are flagging?

The solution often lies not in the act but in reconnecting with the ‘why’ behind it. The distinction between the ‘must do’ and ‘supposed to do’ is subtle, yet it is vital to unlocking intrinsic motivation. As leaders, we find that inspiration comes with less effort when we align our tasks with our passions — when the ‘must dos’ become non-negotiable because they resonate with our core values.

By focusing on our endeavors’ purpose and passion, we shift from a mindset of obligation to one of genuine desire. This shift is palpable and infectious; it’s easier to lead and inspire when we are inspired. It’s not merely about managing emotions or willpower; it’s about leading with a vision that excites us, turning every ‘must do’ into a step towards realizing that vision, and every team achieving a shared victory in pursuit of something greater.

Understanding capacity

Jan 22, 2024

Have you ever noticed how a coffee shop operates during a morning rush? There’s a rhythm, an almost perfect flow of giving and taking orders, crafting beverages, and handing over that cup of liquid anticipation to eager hands. That’s capacity in its most harmonious state.

In manufacturing, we’ve gotten quite good at predicting output. We input X resources, factor in the occasional hiccup, and outcomes Y product. It’s a mathematical dance we’ve choreographed after centuries of practice. But when it comes to managing people, our calculus is less precise.

Here’s the kicker: our sense of capacity involving human resources is akin to a mirage. It’s often not as vast as our optimism would have us believe, yet it’s also not as limited as our anxieties might argue. When it comes to people and services, capacity isn’t just about quantity; it’s about quality and choice.

Efficiency isn’t a machine to be oiled; it’s a garden to be tended. When we manage capacity wisely, we’re not just filling time slots or checking off tasks. We’re cultivating inspiration, nurturing growth, and harvesting achievements.

Poorly managed capacity is the quickest route to a barren field. Outcomes wither, morale evaporates, and a cycle of burnout, turnover, and knowledge loss like soil erosion follows.

So, how do we manage capacity effectively? It’s not just about doing more; sometimes, it’s about doing less. It’s about aligning roles like stars in a constellation, each with its place and purpose. It’s about delineating responsibilities as clearly as lines on a map so everyone knows the territory they navigate.

Planning is our compass in this endeavor. Start with it. Respect it. Adjust it as needed, but never sail without it. With capacity, choosing what not to do is just as important as choosing what to do. It’s not just about filling space; it’s about creating space for potential to thrive.

In the end, capacity is not just a measure of output; it’s a measure of possibility.

Disrupting mindlessness

Jan 21, 2024

The difference between mere task completion and intentional action can be profound in leadership, especially within small and mid-sized companies. Leaders often find themselves performing tasks out of habit or necessity, sometimes mindlessly ticking boxes without realizing the impact of this approach on their performance and satisfaction.

Leadership involves a myriad of tasks, some seemingly trivial yet necessary. It’s easy for leaders to fall into the trap of mindless execution, particularly with routine tasks. This mindless approach, while seemingly efficient, can have detrimental effects. It leads to a disconnect between the task, team members, and overall organizational goals. In such instances, the lack of engagement and reflection hinders the leader’s ability to inspire and drive meaningful progress.

The art of transforming ordinary tasks into opportunities for growth lies in mindfulness. When leaders approach the most menial tasks with mindfulness, they infuse a sense of attachment and pride into their work. This shift in mindset enhances the quality of the task performed and builds a leader’s confidence and connection with their work. For instance, when done mindfully, a simple act like reviewing a report can lead to more insightful feedback and a deeper understanding of team dynamics.

Research supports the myriad benefits of mindfulness in leadership. A study published in the ‘Journal of Management’ found that leaders who practice mindfulness exhibit higher performance levels, better decision-making skills, and improved interpersonal relationships. Mindfulness fosters a heightened awareness, allowing leaders to be more present and engaged with their teams. This heightened engagement translates into improved work quality, increased job satisfaction, and a sense of happiness and purpose.

For leaders seeking to elevate their performance and fulfillment, embracing mindfulness is a game-changer. By disrupting the cycle of mindlessness and engaging intentionally with every task, leaders can transform their daily routines into meaningful experiences. Mindfulness is not just a tool but a fundamental shift in approach that promises enhanced performance and a richer, more satisfying work life.

Fools and the dead

Jan 20, 2024

Each thought, belief, word spoken, and action taken represents an element of ourselves. And none define us completely.

We are an amalgamation of millions of individual and unique occurrences, moments, and events. A path taken need not be followed perpetually.

We can choose. And we can alter it.

Only fools and the dead cannot.

Harnessing limitations for creative expansion

Jan 19, 2024

In pursuing creative and innovative excellence, it’s commonly assumed that unlimited resources and freedom are the breeding grounds for success. Yet, this notion is often misguided.

History shows us that ingenuity often stems from situations riddled with restrictions. Far from being a hindrance, these limitations are the driving forces behind creativity, leading to some of the most pivotal breakthroughs.

Let’s explore the impact of constraints on creative and innovative endeavors across different fields:

Literary Genius:
- The charm of Dr. Seuss’s “Green Eggs and Ham” lies in its simplicity, born from the challenge of using 50 unique words. This limitation became the cornerstone of a beloved literary masterpiece.
Technological Elegance:
- Apple’s legacy of minimalist design owes much to Steve Jobs’s philosophy of simplicity. The boundaries set for Apple’s team culminated in the intuitive design of revolutionary products like the iPhone.
Athletic Achievements:
- The sports arena is a testament to the power of boundaries, with athletes continually surpassing established records. The parameters of the game incite athletes to discover unprecedented ways to outperform.
Personal Growth:
- James Clear’s “Atomic Habits” highlights the significance of definitive boundaries in nurturing and sustaining positive habits, proving that clear limits facilitate steady advancement.
Entrepreneurial Innovation:
- Startups frequently operate under tight resource constraints, yet they manage to introduce groundbreaking changes. Businesses such as Airbnb and Uber utilized technological advances to transform their markets despite their limitations.

The underlying message is that constraints don’t choke growth; instead, they redirect creative thinking and innovation. Boundaries compel us to engage in critical thinking, solve problems innovatively, and explore unconventional pathways. Within the frameworks we perceive as limitations, we often discover that creativity thrives at the crossroads of restriction and resourcefulness.

When you face limitations in any aspect of life or work, regard them not as obstacles but as the impetus for your next great leap forward. Echoing James Clear’s wisdom, “Growth is enabled by boundaries.”

Bad behavior

Jan 18, 2024

It is simple enough, and often lazy, to assess the behaviors of others, form an opinion, and rate it relative to our standards. In many cases, we have little opportunity to correct or realign the behavior to our liking, yet we still judge.

The dynamic changes when the standards of behaviors are those of a group, an organization, and a culture. In a collective situation, what constitutes good and bad behavior is likely well known. Where there is ambiguity about the standards, there is typically chaos. Think of parents who have differing standards of acceptable behavior. In those situations, a child will be confused and likely look to play one off the other – smart kid.

Taking the time to create our values in an organization and set acceptable standards of appropriate behavior is essential. Discussing what bad behavior is is just as relevant, if not crucial.

Creating a shared understanding of behaviors and instilling them into the group enables everyone to work well together in a cohesive manner, and when there is misalignment, redirection is simpler.

And when bad behavior does appear, the team must eliminate it quickly and thoroughly. The consequences of enabling bad behavior are never isolated and manifest into more significant issues.

Be the only

Jan 17, 2024

In pursuit of excellence and a desire for growth, we may seek to be the best. Yet, at each step along the way, we will encounter others who may excel, not from the outset but through careful emulation, even surpass us.

The issue is that with AI and the crowd thinking that is being developed through machine learning, it becomes easier to emulate and attempt to replicate thinking and content.

Yet, in our pursuit of perfection, we are caught up in similar thinking.

What will be important is being different.

How can you be unique and stand out if you choose to be relevant and noticed?

Rejoice

Jan 16, 2024

Some events and stories have a more significant bearing on us, creating patterns of inspiration and hope that leave an indelible mark on our hearts. Just a few days ago, I shared the story: Mysterious Ways’ of a father and his seven-year-old son, whose journey through life has been painted with remarkable resilience and love.

This young boy has faced the unimaginable—a terminal genetic disease that has cast a shadow of uncertainty over his future. Among its cruel effects, it has stolen his eyesight, rendering him legally blind at the tender age of seven. Despite the challenges he confronts daily, his spirit remains unbroken.

Their journey took an extraordinary turn when they attended a U2 concert at the Sphere just a few months ago. For the first time, the young boy could see shapes and colors, experiencing the vividness of a world most of us take for granted. It was a moment of sheer joy, a triumphant celebration of life’s unexpected blessings.

Their story reminds me that even amid profound challenges, there are moments to rejoice. It’s a testament to the resilience of the human spirit and the boundless capacity for love and hope. It’s a reminder that no matter how dark the night may seem, there is always a glimmer of light waiting to break through.

For them, this was rejoice. And I, too, have much to rejoice, as do you.

Some stories are more than the words shared; instead, they can move thinking and emotions, change people, and have a ripple effect reaching out to others.

From U2’s song Rejoice:

“I can’t change the world
But I can change the world in me
If I rejoice.”

Remarkable

Jan 15, 2024

With human achievement, we often adorn those who have achieved remarkable feats with laurels of praise and admiration. These accolades belong to individuals who have scaled mountains, shattered glass ceilings, or carved paths through uncharted territory. We celebrate their accomplishments, often attributing their success to sheer hard work or innate talent. Yet, do we scrutinize the context in which these feats occur?

Imagine a race. Entrants enter. Yet, some are favored in entering because of an affiliation to a named organization. Then, others who do enter are not permitted to nourish themselves in the same way, and at the start, a few are given a head start before the starting gun fires. And someone wins the race. What is remarkable, and does it depend on who won?

True meritocracy should be a race where every participant enters with equal opportunity and is judged by the same standards. Regrettably, our world still grapples with inequalities that cast shadows on this ideal. Discrimination based on race, gender, age, and other factors continues to mar the fairness of the race.

Consider a world where the concept of “remarkable” isn’t solely determined by the achievement itself but rather by the individual’s merits, free from prejudice and limitations. Dr. Martin Luther King Jr. envisioned such a world where character, competence, and courage were the yardsticks for remarkable achievements.

He championed civil rights and equality, not just for one group but for all, irrespective of their backgrounds. His dream was a world where every person had an equal chance to shine, unburdened by the weight of prejudice. In Dr. King’s vision, the true measure of remarkable lay in one’s ability to rise above societal biases and transcend barriers.

As we commemorate his legacy, reflect that the pursuit of remarkable achievements should not be tainted by discrimination. Let us work towards a world where everyone, regardless of their race, gender, or age, has an equal opportunity to excel. In such a world, the true essence of “remarkable” would shine through, reflecting the boundless potential of every individual to make a difference. The race should be equal to everyone.

Dr. Martin Luther King Jr. dreamed of such a world. Can we turn that dream into reality by dismantling the barriers that still hinder the accurate measure of remarkable in our society? Each day, we participate in the race. As an entrant, official, or even a willing spectator, our role as leaders is essential in determining what is remarkable in our race.

Mysterious ways

Jan 14, 2024

In adversity, we often find a surprising gift: perspective.

Our default mode seems to be focusing on the half-empty glass, fixating on what we lack. Yet, in our relentless pursuit of more, we frequently overlook the treasure trove at our fingertips.

When life throws us a curveball, suddenly, our priorities shift. The lavish parties fade into obscurity, material possessions lose their luster, and we’re left with a profound appreciation for life’s basics. It’s a reset button that infuses our existence with newfound purpose and fulfillment.

Organizations share this pattern. Always chasing the next big thing, they sometimes forget that their core is solid, just waiting for a fresh perspective to magnify its significance.

We ought to ask ourselves this: Why wait for adversity to remind us of what truly matters? How can we adopt the viewpoint of others and recognize the value in what we already possess?

Perhaps the answer lies in a daily dose of mindful gratitude. By routinely appreciating what we have, we may realize that it’s not just good—it’s more than enough. And anything beyond that is merely a delightful bonus.

So, here’s the challenge: Take a fresh look at your life and your organization.

Consider the following exercises. These exercises can help us gain that fresh perspective and harness what we already have:

Personal Perspective Exercises:

The Terminal Illness Exercise: Imagine you’ve been diagnosed with a terminal illness, and you have limited time left. What would you do differently in your life right now? What truly matters to you? Identify those priorities and consider how you can integrate them into your daily routine.
The Gratitude Journal: Start a daily gratitude journal. Write down three things you’re grateful for each day, no matter how small. This practice can shift your focus toward appreciating the present.
The One-Year Vision: Picture your life a year from now. What do you want it to look like? What small steps can you take today to move closer to that vision? And then retake the same steps tomorrow.

Business Perspective Exercises:

The 50% Revenue Loss Scenario: Imagine your business lost 50% of its revenue overnight. While it may seem daunting, consider it an opportunity to reevaluate your business model. What changes can you make to adapt, cut costs, and find new revenue streams?
The Core Values Workshop: Gather your team for a workshop on core values. Define what truly matters to your organization and employees. Align your daily operations and decisions with these values to create a more purpose-driven workplace.
The SWT Analysis: Conduct a thorough SWOT (Strengths, Weaknesses, Trends) analysis for your business. Identify underutilized strengths and opportunities within your current resources and capabilities.

These exercises aren’t about dwelling on negativity but gaining clarity, gratitude, and a fresh perspective. By regularly practicing these exercises in your personal life and within your organization, you’ll be better equipped to appreciate the value you already possess and make the most of it.

Embrace adversity as a teacher of perspective. Find joy in the fundamentals you often overlook. The most valuable treasures may be right before you, waiting to be acknowledged.

U2: Mysterious Ways

Random thoughts

Jan 13, 2024

There are days when I am truly amazed by some of my thoughts. Not the thought-out, calculated ones, but more those reacting to something I have seen or experienced.

There are moments, I am amazed and other times, I am please my mouth doenst spew out those same thoughts randomly.

We all do—every day. And within them, there may even be some brilliance.

It’s your mind enjoy the journey, and where necessary, just be thankful no one else is sharing your thoughts with you.

Momento mori

Jan 12, 2024

Steve Jobs once said, “If you live each day as if it were your last, someday you’ll be right.” It’s a thought-provoking notion that should jolt us out of our complacency and into action. Every morning, Jobs looked in the mirror and asked himself a crucial question: “If today were the last day of my life, would I want to do what I do today?” It’s a question that carries a profound weight and demands introspection.

Jobs knew it was time for a change if the answer to that question was unfavorable for several days. He understood the importance of enjoying what he did each day, and if that joy was absent, it signaled a need for transformation. Life is far too fleeting to be spent in unhappiness and dissatisfaction.

This principle extends beyond our daily tasks; it permeates every facet of our lives. It’s about the company we keep, the relationships we nurture, and the very essence of our behavior. After all, life is an intricate tapestry woven from countless daily choices.

These words remind us that life is a canvas, and each day offers us a blank page to craft our story. If we find ourselves stuck in a narrative that doesn’t resonate with our true desires and passions, it’s within our power to rewrite it. It’s never too late to pivot, to chase our dreams, and to embrace the people and experiences that fill our days with meaning.

The mirror doesn’t just reflect your face; it reflects the life you choose to lead. So, as you look into it each morning, ask yourself, “Am I living the life I want to live? Am I doing what brings me joy?” And if the answer is anything less than a resounding yes, know that you can change to align your daily actions with your deepest desires and savor the sweet essence of a well-lived life.

“The biggest adventure you can take is to live the life of your dreams.” Oprah Winfrey.

Springboard

Jan 11, 2024

We often awe those who effortlessly catapult ahead, surpassing all expectations. They seem to master some secret acceleration art, propelling themselves forward in no time.

For some, it’s a sheer display of unwavering determination, while others rely on a framework or tool that acts as their launchpad. But in all cases, they’ve uncovered that one thing that works for them and they wield it with precision.

If you find yourself stuck in the same old routine, maybe because you haven’t stumbled upon your springboard yet. The key might be to embark on the quest to discover it – the very thing that could propel you beyond your limitations.

Here are a few places you can start your search for that elusive springboard:

Self-Reflection: Dive deep into your passions, strengths, and interests. What sets your soul on fire? What comes naturally to you? These might be your springboard.
Networking: Connect with like-minded individuals, mentors, or experts in your field. Their insights and experiences could serve as a springboard for your journey.
Learning: Continuous education and acquiring new skills can provide the leverage you need to jump higher. Consider courses, workshops, or books that align with your goals.
Tools and Technology: In today’s digital age, numerous apps, software, and gadgets can give you that extra push. Explore what’s out there.
Mindset Shift: Sometimes, the only springboard you need is a change in mindset. Adopt a growth mindset, embrace challenges, and view failures as stepping stones.

A starting point is thinking about what works well for you and seems effortless. Then, consider what you do that has given you that leverage. We need springboards if only to maintain the standards we have set.

Check in

Jan 10, 2024

As we find ourselves on the 10th day of 2024, it’s a good moment to check in with yourself. Remember those goals, plans, and resolutions you set at the start of the year? How’s the progress coming along?

If you’ve hit a few bumps or detours, don’t be disheartened. Instead, take a step back and consider these three questions to help you refocus:

What’s that one big accomplishment you aspire to achieve this year? Something that, when you look back, will fill you with pride. Whether it’s conquering a marathon, writing a book, or completing a course, schedule a regular time each week to work diligently toward this meaningful goal. Schedule time and plan it in your calendar
How can you strengthen your connections with the people you care about, or even with yourself, if self-care has been lacking? Dedicate at least one full day every other month to enjoy memorable experiences. Plan six special dates for 2024, creating moments of joy and bonding. Schedule time and plan it in your calendar
What habits are you eager to transform this year? Whether it’s improving your nutrition, reading more, or spending quality time outdoors, start with one goal for each quarter. Commit to making daily strides toward changing that one habit.

Taking care of yourself is the key. Work-related goals will always be there, but your success in achieving them relies on prioritizing your well-being first. We all have those off days, but it’s what you do tomorrow that truly counts. Keep moving forward!

And, have fun with this all. Enjoy the process. If you make strides on the above this year, you are well ahead of where you are today.

A random compliment

Jan 9, 2024

Think about those unexpected moments when someone paused to offer a compliment. It could have been about your outfit, your kids, or something they noticed in passing. Even if it was about your appearance, it was a spontaneous, unsolicited compliment. How did it make you feel? Probably pretty darn good!

In our increasingly disconnected world, when you encounter something that genuinely pleases you, do you seize the opportunity to share your positive thoughts with that person? You might brighten someone’s day.

Owning the role

Jan 8, 2024

In work, and in life, there are many roles that we assume in time, and over time. And they evolve. Each role comes with a set of responsibilities, and we should appreciate their extent. The roles of spouse, parent, and friend are roles we choose, and in so doing, we have expectations to uphold. These are unconditional.

Similarly, in the workplace, we assume roles beyond the duties required to perform in our functional capacity. And as we move up in leadership, so does the breadth and depth of the responsibilities increase. No longer can one merely do their job and work towards the singular goal of their team, but instead, the focus extends to that of the organization, people, and a complete understanding of how we influence all activities, the culture, and the organization’s performance.

The role we assume needs to be respected, and if we cannot, we should question our underlying motivations.

And we can also own it.

Pick and choose

Jan 7, 2024

Amidst a field of apples, each may appear alike, yet differences lie within. Some stand firm and vibrant, while others yield to the touch, their colors muted. Our choice determines our experience and satisfaction.

We’re fortunate to navigate the orchard of knowledge, plucking ideas and actions from others and making them our own. This is how we grow and evolve, shaping our path to becoming better as we define it.

However, we must exercise discernment. Adopting the bad habits of others is pointless, and emulating someone’s mistakes is folly. Choose wisely, aligning with your virtues and goals, and discard what doesn’t serve your journey.

If we adopt any as our own, do not blame others for your shortcomings; instead, give credit for the accomplishments.

Which wolf to feed?

Jan 6, 2024

An elderly Cherokee Indian chief was imparting wisdom to his grandson about the essence of life.

He began, “Within me rages a fierce battle,” he confided in the young boy, “a battle waged by two wolves.”

“The Dark one, son, embodies evil – it carries anger, envy, sorrow, regret, greed, arrogance, self-pity, guilt, resentment, inferiority, lies, false pride, superiority, and ego.” He continued, “The Light Wolf, on the other hand, embodies good – it radiates joy, peace, love, hope, serenity, humility, kindness, benevolence, empathy, generosity, truth, compassion, and faith. This very battle, my dear grandson, rages within you as well… and within every soul on this planet.”

The grandson pondered this momentarily and then inquired, “Grandfather, which wolf shall emerge victorious?”

The old Cherokee beamed and replied, “The one you nurture.”

Every day, we stand at the crossroads of choices, seemingly insignificant but laden with significance. These choices shape our identity and influence our impact on the world.

It’s undeniably tempting to nourish the Dark wolf — it tempts us with the path of least resistance. Procrastination, complaints, dismissal, apathy, and surrender come effortlessly. They offer instant gratification without the need for much exertion.

Now, the Light wolf, oh, it’s a different story! It hungers for our attention, and feeding it demands effort. Learning, teaching, inspiring, sharing, or simply adhering to new habits, all require energy, determination, vulnerability, momentum, and courage. These endeavors are time-consuming, and immediate rewards often remain elusive.

The choice of which wolf to feed is a defining one. We all know we ought to nurture the Light wolf, even though it’s the tougher path. Fostering the Light wolf is how we bask in the glow of accomplishment and success when the day is done.

But wait, there’s more to this tale. In the Cherokee tradition, a different version unfolds.

The wise Cherokee chief gently remarked, “If you tend to them both, they both thrive.” And the narrative continues:

“You see, if I were to solely nurture the Light wolf, the Dark wolf would lurk around every corner, seeking to exploit my distraction or weakness. He’d forever remain resentful and perpetually at odds with the Light wolf.”

“But when I acknowledge him, he finds contentment, and both the Dark and Light wolf flourish. For the Dark wolf possesses qualities — tenacity, courage, fearlessness, strong-willed determination, and keen strategic thinking — that I sometimes require. These are the very attributes the Light wolf may lack. Yet, the Light wolf brings compassion, empathy, strength, and the wisdom to discern what serves the greater good.”

“You see, my son, the Light wolf needs the Dark wolf by its side. Feeding only one would starve the other, leading to chaos. Caring for both ensures they serve you well, contributing only to what is greater, noble, and life-affirming.”

“Feed them both, and the inner turmoil subsides. In that serene stillness, you can heed the voices of profound wisdom that guide you to make the right choices in every circumstance.”

“Peace, my child, is the Cherokee’s life’s mission. A person who harbors inner peace possesses everything. One torn apart by an internal war possesses nothing.”

“Your interactions with these opposing forces within you shall determine your life’s course. Starve one, guide both, and you shall find harmony.”

So, which wolf have you been nurturing of late?

Humility

Jan 5, 2024

A wonderful virtue and one that almost seems unfashionable in society today with the proliferation of verboseness and grandstanding.

If you think or say you are humble, you likely aren’t.

Blue ocean

Jan 4, 2024

In the vast sea of business strategy, there’s a concept known as “Blue Ocean Strategy.” This theory suggests companies should set sail for uncharted waters, seeking uncontested market space instead of battling fiercely in overcrowded markets.

Imagine the blue ocean as a vast, deep, unexplored expanse, free from rivals. In contrast, the red ocean resembles a battleground where businesses fight tooth and nail in a saturated market, turning the waters crimson with competition.

What makes the Blue Ocean Strategy so compelling is its call for innovation and the creation of value and demand. It shifts the focus away from competing head-to-head and encourages companies to chart their course to success.

Cirque de Soleil and Wii are two notable examples of companies that ventured into the blue ocean. Cirque de Soleil transformed the circus industry by merging it with theater, creating a unique and mesmerizing experience. Wii, by Nintendo, redefined gaming by making it accessible to a broader audience through motion-sensing technology.

In the business world, exploring the blue ocean can lead to untapped opportunities and redefine industries. Are you ready to set sail and discover your blue ocean?

The full story or snippets

Jan 3, 2024

Do we see the complete picture? We want to, yet because we are hurried and wish to move on, we want an opinion and save time.

Yet, do we have the benefit of all the information?

How willing are we to choose efficiency and decisiveness compared to comprehensive perspectives? We can move forward fast, but at what cost?

And then again, if we don’t move forward with certainty and speed, what perils do we create for ourselves?

What is the cost of getting it wrong based on the version we assess?

Make your bed

Jan 2, 2024

In Admiral William H. McRaven’s book, “Make Your Bed,” he shares a simple yet profound principle that can set the tone for a successful day and, ultimately, a successful life. The concept is straightforward: start your day by making your bed.

This practice might seem trivial, but its significance extends far beyond neatly arranging your sheets and blankets. It’s about instilling discipline, cultivating a sense of order, and embracing the idea that small, deliberate actions can lead to significant achievements.

Imagine that nondescript barracks in Coronado, California, where Navy SEALs undergo grueling training. Each morning, recruits are required to make their beds meticulously. What are the consequences of a shoddy job? A punishing 10-mile run. This may appear harsh, but there’s a profound lesson in it.

Making your bed may be a simple task, but it symbolizes taking control of the very first challenge of the day. It’s a reminder that you can create order and structure in your life, even amidst chaos.

Looking at the bigger picture, it becomes evident that this principle isn’t just about linens and pillows. It’s about developing habits of discipline, attention to detail, and the ability to follow through on commitments. These are the building blocks of success in any endeavor.

Admiral McRaven’s insight isn’t confined to the barracks or military life. It’s a universal truth that transcends professions and lifestyles. Whether you’re a student, a professional, an artist, or an entrepreneur, making your bed can become a metaphor for taking charge of your day, setting clear intentions, and pursuing your goals with diligence.

As you rise each morning and make your bed, remember that you’re not merely arranging blankets but laying the foundation for a day filled with purpose and accomplishment. It’s a small act with significant implications, a reminder that success is built one step at a time, starting with the first step you take in the morning.

So, embrace the wisdom of making your bed. Use it as a springboard to tackle the challenges ahead. Let it serve as a daily reminder that greatness is achieved through discipline, persistence, and attention to seemingly minor details. As Admiral McRaven suggests, “Start your day with a task completed,” watch how it sets the tone for a life filled with purpose and achievement.

WHat do you care about?

Jan 1, 2024

Since we have endless choices and possibilities, our decisions become the compass guiding our lives. Time, a finite resource, all share, so we should invest wisely. We reap the rewards when we invest our time and energy with discipline and intent. It’s essential to discern what we truly care about, shedding the extra.

No more squandering energy on fruitless pursuits—pointless media consumption, empty engagements, meetings for mere visibility, or donning uncomfortable attire. Choose activities and connections that resonate with our values and passions.

Very simply, care deeply about where you invest your mind and heart, for therein lies the path to a fulfilling year ahead.

Take a good look

Dec 31, 2023

Glance around your home. It’s easy to notice the imperfections that require fixing or upgrading. It’s natural to feel a pang of disappointment. But hold on a moment, and consider what you already have—a sturdy foundation and likely 98% fully functional. In this mix, a few hidden gems are sprinkled amidst minor gaps.

As you stand at the threshold of a new year, eager to bid farewell to 2023 and embrace the possibilities ahead, pause. Reflect upon two questions:

What moments in 2023 fill you with pride?

What accomplishments took you by surprise?

Within these reflections, you might stumble upon your treasures—those moments of triumph, the unexpected victories you attained. These gems, once unearthed, can serve as your driving force, propelling you into the year ahead with renewed vigor and determination.

Let’s not dwell on the disappointments or the repairs needed. Instead, let’s focus on the foundations of achievement that already exist within us.

Your journey is not about the flaws or the repairs but the gems you’ve discovered. They are the beacons that guide your way forward and make bright spots that make the path ahead worth traveling.

Crafting your life manifesto

Dec 30, 2023

In the bustling world of product development and complex projects, we excel quickly, guided by a clear understanding of what’s crucial, why certain decisions are made, and how to execute them seamlessly. But, this clarity often eludes us when it comes to our personal lives. We are like wanderers in an unfamiliar forest, stumbling about with hope as our sole guide.

However, it only takes a few moments to craft a life manifesto—a powerful tool that can bring clarity, direction, and focus to our journey. A manifesto serves as our daily guide, helping us navigate life’s complexities with purpose and intention.

What Is a Manifesto?

A manifesto concisely declares your beliefs, values, and intentions. It’s a written document that outlines what you consider essential in life, your goals, and the principles that guide your actions. A personal manifesto can provide a clear roadmap for a more intentional and fulfilling life.

Creating Your Life Manifesto: A Simple Outline

Self-Reflection: Reflect on your values, beliefs, and aspirations. What truly matters to you? What are your long-term goals and dreams?
Identify Core Values: Define the principles and values that most resonate with you. These could include things like honesty, creativity, compassion, or resilience.
Set Clear Intentions: Articulate your intentions and what you want to achieve in various aspects of your life, such as relationships, career, health, and personal growth.
Define Your Purpose: Determine your life’s purpose or mission statement. What legacy do you want to leave behind? What impact do you want to make on the world?
Create Actionable Guidelines: Develop practical guidelines or rules that align with your values and intentions. These can serve as a compass for making decisions and taking action.
Review and Refine: Periodically revisit and revise your manifesto as your life evolves. It should adapt to your changing circumstances and aspirations.

Using Your Manifesto as a Life Map

Once you’ve crafted your life manifesto, it becomes a powerful tool for daily living:

Decision-Making: Use your manifesto as a reference when facing tough decisions. It will help you align your choices with your values and goals.
Focus: Keep your manifesto visible and review it regularly. It will remind you of your priorities and keep you on track.
Inspiration: Turn to your manifesto for inspiration and motivation during challenging times. It can provide the clarity you need to persevere.
Accountability: Hold yourself accountable to the principles and intentions outlined in your manifesto. It serves as a personal contract with yourself.

Making it happen

Your manifesto should be concise, written, and easily accessible. Daily, take a few moments each morning to read them and then reflect on them.

Where we are filled with distractions and uncertainties, crafting a life manifesto can be your guiding light. It will help you navigate the complexities of life with purpose and intention, ensuring that your journey reflects your deepest values and aspirations.

Better late than never

Dec 29, 2023

In an ideal world, we would meticulously plan and execute everything ahead of schedule, leaving no room for regrets or missed opportunities. Yet, life often has a way of unfolding differently, leading us down unforeseen paths and causing us to contemplate the choices we’ve made along the way. But is it ever too late to embark on a new journey, to pursue a passion that ignites your soul and promises fulfillment?

History is replete with examples of individuals who achieved remarkable feats later in life, defying the notion that time is an insurmountable barrier. Colonel Harland Sanders didn’t start Kentucky Fried Chicken until he was in his 60s, Julia Child published her groundbreaking cookbook in her 50s, and Stan Lee, the comic book writer, co-created some of Marvel’s most iconic characters in his 40s and 50s.

Age need not limit our aspirations or potential, nor should it be an excuse. If we’re passionate and committed, we can achieve incredible things, no matter our stage in life. And it manifests in passions, work, and relationships.

The question beckons: Would you dare to embrace change and pursue what sets your heart on fire? Or would you prefer the comfort of your current zone, no matter how cozy it may be?

The allure of the “comfort” zone is undeniable. It offers stability, predictability, and a sense of security. But it also carries the risk of stagnation and unfulfilled potential. On the other hand, venturing into uncharted territory, late in life or not, is a journey laden with uncertainty and challenges. Yet, on this path, we often discover our true passions, unlock hidden talents, and unearth boundless fulfillment.

Is it ever too late to chase your dreams, to kindle the fires of passion, and to rewrite the story of your life? The choice is yours, and the uncertain journey promises extraordinary discoveries and unparalleled satisfaction. Embrace it with an open heart, and who knows what wonders you might achieve?

Be reasonable

Dec 28, 2023

Facing the upcoming year, the urge to seek change and improvement is natural. However, when your resolutions become a lengthy laundry list, the task can feel daunting. What truly benefits you is a dose of encouragement and unwavering focus.

As James Clear advises, monumental transformations often start with minor changes. So, instead of an overwhelming list, select one resolution that genuinely matters and commit to it wholeheartedly.

“Small, consistent actions yield substantial results.”

Flattery through ideas

Dec 27, 2023

In a time where information flows so readily, and ideas and concepts are quickly spread, merged, and often adopted, it becomes difficult to identify what is original and what is not. However, little is truly original throughout civilization since most new ideas are taken from existing ones, tweaked, amended, and ultimately transformed into a new form.

Art is an excellent example of this phenomenon. Looking at the various periods of art, we can see how art forms evolved. For instance, the transition from Renaissance art to Impressionism marked a significant shift in how artists portrayed light and emotion. This evolution in artistic style was not a complete break from the past but a refinement and adaptation of existing techniques.

If an idea you share is adopted or changed from another person’s, giving them credit where it’s due is essential. Doing so doesn’t diminish your perspective but can offer further credibility to the idea or concept. Acknowledging the influence of others is a sign of humility and respect.

Conversely, if others take your ideas and make them their own, there’s no need to be annoyed or upset. You should be flattered, as there’s no greater compliment than someone recognizing the value of your idea and incorporating it into their thinking.

In a world filled with interconnected minds and shared knowledge, the lines between originality and adaptation blur, and innovation thrives through this collaborative process. After all, why waste a good idea, and if we want it to spread, how can we expect to do that alone?

In your corner

Dec 26, 2023

In boxing, one goes to your corner during a fight to gain composure, get advice, and mostly encouragement. Who does not want to have someone on their side? The person who helps you and supports you when you need it. Who does not appreciate validation and acceptance? It is an intrinsic human need.

Yet, who we choose as that champion is critical. It is not the person who agrees with you without fault or will support you regardless of the situation. We soon find that those individuals add little value. Those who are agreeable keep us comfortable.

Instead, the true champions are the ones who are prepared to call us out and who question decisions, not because they seek to be contrarian or challenging but instead choose to be supportive and see us thrive. We need people who will hold us accountable and challenge our thoughts and actions since those are the same people who will help us face our fears, stretch ourselves, and grow. With the challenges, we succeed.

Perfect gift

Dec 25, 2023

Amid the holiday abundance of food and gifts, one remains the most precious. It’s not the material things we may share, though they are appreciated and welcome. Often, they fade and are replaced. The cherished gift is our attention.

Demonstrating care for others is best shown by being truly present. Put away the phone, seek merriment, and enjoy being present. Let that be the greatest gift.

When the chips are down

Dec 24, 2023

Passion is evident from supporters. Clad in colors and chanting songs of joy and encouragement. Fans are euphoric and firmly in support when the person or team they follow is leading and ahead.

It is telling to see those same fans when the status is reversed, and the team is low and struggling. What do they chant, and do they wear those colors with similar pride?

It is easy to be a supporter when times are good. It is not just about the teams you support but also those we participate in, including work, friendships, and especially family. Character is unmistakable when the chips are down.

Priceless notebook

Dec 23, 2023

Ideas flow like a river through our minds every day, like a spin in a washing machine. Studies tell us that we juggle a whopping 60,000 thoughts daily. It’s a marvel that we expect to remember them all. But, inevitably, we watch those brilliant ideas slip away like sand through our fingers.

Here’s a simple remedy: Put it in writing. Research proves that jotting things down ensures a 100% chance of remembering and sharing. Well, that doubles your odds. I can hardly recall a short grocery list from home to the store without a note.

Make it a habit—carry a pocket-sized notebook or embrace your smartphone’s notepad. Get those ideas down.

But it’s not just about remembering. It’s about clearing the mental clutter. Rather than letting thoughts swirl endlessly, capturing them on paper adds context, reduces confusion, and liberates your mind for fresh thinking.

Amid your myriad unconventional notions, who’s to say which one might ignite a blaze of brilliance? Don’t squander those sparks—scribe them down.

Shortcuts

Dec 22, 2023

The proverbial opportunity shaved off time to get us from point A to point B. While often pragmatic in traversing distances or a simple task, is this reasonable when it comes to activities and habits that are often fundamental?

The process of instituting transformative change often implies a heavy lift. If we seek the quick fix, we can almost be assured that it will just as quickly come undone, and when it does, it will lead to even more significant distress.

Common sense is apolitical

Dec 21, 2023

Some individuals enjoy creating discordant situations. Typically, their motives are selfish and egotistical. A vigilantly structured voice can then bring along those who do not care to invest time to learn, understand and appreciate but solely want to belong to a group. And the more fanatical and charismatic the ringleader, the greater the swelling and stronger the following.

In our modern-day society this is prevalent and increasing. But why is it that common sense does not prevail?

Why do we ignore the science associated with climate change, deforestation, carbon emissions, GMO food, and recognize the numerical impact of needless gun violence? Why do we not notice that there are relatively significant shifts in weather patterns, more severe weather-related destruction, increased obesity and over-dependence on drugs for our livelihood? Is it essential to associate the increase in mental illness or the profusion and accessibility to guns as the leading factor to the almost daily occurrence of mass shootings? Are not most of us descendants of migrants from a mere few centuries or even decades ago?

Yet, any mention of the causes and we shift the discussion to a political nature.

Organizations will do this as well. Rather than pay attention to the facts, conversations around issues are often diverted to one of a partisan stance. ‘You are either with me or them’ mentality.

When did commonsense become the positioning of a few, rather than being the obligation of all?

Being wrong

Dec 20, 2023

Yes, we are not always right. Some people joke, ‘If I agreed you were right, we would both be wrong.’ A funny statement and one we may readily subscribe to.

For every belief, thought, idea, and even principle we hold dear, there are times when that will be the wrong one. It is rarely universal in application.

What if we sought out being wrong? Where are we wrong in our thinking? Where are our beliefs flawed? How is our thinking dated or convoluted?

Embracing the notion of being wrong, welcomes an opportunity to learn, and guess what, you may just be right.

Outside the circle

Dec 19, 2023

When we encounter issues or seek innovation, what do we typically do? It is all too easy to seek solutions within. We turn to the same people who may be a part of the issue; for many, that’s it. Some may go a step further and look at others within the industry to understand the ‘best in class’, and then attempt to emulate.

Yet, the spark and answers often lay outside the typical circle if we seek change and innovation—the immediate team, organization, or industry. When the TSA encountered issues with line management following more stringent security measures, they sought guidance from theme parks.

The circle provides comfort, certainty, and greater predictability. When we seek innovation and adjustment, disruption, adjustment, and the less obvious may be what is necessary.

Does our circle confirm our thinking or allow us to be adventurous and explore? We can select the circle, and the size depends entirely on us, and we can choose to step outside and expand it, too.

Good is the enemy of great

Dec 18, 2023

The end of the year is a beautiful time to reflect, recharge and re-energize. Over the next two weeks, the musings will provoke thinking about those three elements.

This simple yet profound statement by Jim Collins holds a universal truth that resonates with many aspects of our lives.

In pursuing greatness, it’s easy to settle for ‘good enough.’ We become comfortable in our routines, satisfied with the status quo, and often fail to realize our untapped potential.

Take, for instance, our careers. Many of us find ourselves in jobs that we consider ‘good,’ providing stability and a decent income. Yet, deep down, we may dream of something greater. The fear of leaving the comfort of ‘good’ often keeps us from reaching for ‘great.’

In relationships, ‘good’ can also be the enemy of ‘great.’ We might settle for a comfortable partnership, even if it lacks the spark and connection that could make it truly extraordinary.

There is our catch: achieving greatness requires courage. It demands that we break free from the confines of ‘good,’ embrace change and take risks. It challenges us to step outside our comfort zones and reach for the extraordinary. So, as you sip your tea and ponder the concept of greatness,’ ask yourself: Where in your life have you settled for ‘good,’ and where could you strive for ‘great’? Remember, greatness often lies just beyond the boundary of ‘good,’ waiting for you to seize it.”

Catch your breath

Dec 17, 2023

We are surrounded by chaos. Stop and question the reason for all your efforts. Your answer will provide a renewed energy source, in this endeavor or help you find one deserving.

Mastering attention for an intentional life

Dec 16, 2023

In 1890, William James penned a profound insight in “The Principles of Psychology, Vol.1”: “My experience is what I agree to attend to.” This statement rings more accurate than ever in today’s blended world of work and life. Your attention not only shapes your experiences but ultimately, your life itself. The art of attention management has thus become a cornerstone of 21st-century productivity.

Attention management is not merely about minimizing distractions or ticking off a to-do list; it’s a more profound practice of being present, focused, and intentionally directing your attention toward what truly matters. It involves recognizing and resisting the pull of potential distractions, thereby empowering you to craft a life of choice and priority.

Many leaders aspire to mentor and coach, yet find themselves trapped in a cycle of emails and crises, losing sight of these aspirations. This disconnect between aspirations and daily experiences is not a modern dilemma; it has been a conflict since the 19th century, intensified by the digital age’s relentless demands on our attention.

Attention management is vital to bridge this gap. It requires a conscious effort to control both external and internal distractions. This means managing technology and environment to create focused work periods and mastering internal distractions by single-tasking and maintaining wandering thoughts. By building this ‘attention muscle’, you reclaim control over your life, aligning your daily experiences with your deeper aspirations.

Attention management is the gateway to transforming your life from a series of unintended experiences to a journey of purposeful choices.

Interplay of motivation and inspiration

Dec 15, 2023

The dynamics of inspiration and motivation are akin to parallel lanes on a roadway: distinct yet intersecting at critical junctures. Recognizing their unique roles and interplay is crucial in navigating the leadership landscape.

Inspiration acts as the spark that fuels a team’s passion, transforming routine into remarkable achievements. The leader must cultivate an atmosphere ripe for inspiration, instilling pride and a hunger for growth in every team member.

On the other hand, motivation is the personal engine driving each individual to surpass expectations. Team members’ inner determination and dedication are crucial, positioning self-motivation as a cornerstone of performance.

Leadership that harnesses both inspiration and motivation is paramount. The leader’s role is to ignite inspiration while equipping team members to discover their intrinsic motivation. Such a combination smooths out the intersections on the team’s path, deflecting discord and confusion.

Vigilance in recognizing inspiration and motivation is essential for any leader. Their charge is to foresee and avert any turmoil at these junctures, thus fostering a cohesive and effective team dynamic.

Striking the right balance between inspiring a team and nurturing individual self-motivation is the essence of adept leadership. By mastering this duality, leaders can elevate their teams to peak performance and collective fulfillment. Leaders are there to inspire but it should not be confused with the need for individuals to motivate themselves. After all, in time, we want those employees to be leaders, too, and if they cannot motivate themselves, how can we expect them to inspire others?

A steady mind

Dec 13, 2023

Changing one’s mind. It happens.

Sometimes too frequently, other times insufficiently.

Who wants the candle that burns bright to die within a moment? And is that better than one that does not illuminate at all?

What is necessary is steadiness and balance. Being consistently open-minded is more valuable than a strong unwavering perspective.

What is strategy?

Dec 12, 2023

In a world awash with buzzwords and jargon, ‘strategy’ is one of the most overused and misunderstood terms today. But what is strategy, really?

Let’s demystify it. Strategy, at its core, is a plan—a plan to achieve a specific goal. It’s about choosing how to allocate resources, time, and effort to reach that goal. Simple, right?

But, like many things, simplicity can get buried beneath layers of complexity. Strategy’s origins trace back to ancient military tactics, where generals devised plans to win battles. Over time, it evolved into the business world, guiding organizations to gain a competitive edge.

Fast forward to today, and ‘strategy’ has become an overused catchall phrase, often distorted and overcomplicated. It’s lost in buzzwords, corporate jargon, and lengthy documents.

So, how do we cut through the clutter and get to the heart of strategy? Enter Jim Collins, who offers a brilliantly straightforward definition: ‘A strategy is simply an action plan to achieve a specific result.’

In one sentence, Collins reminds us of strategy’s essence—clarity, simplicity, and a laser focus on results.

Now, the challenge: Can you describe your organization’s or strategy in one simple sentence? If not, it might be time to revisit your plan and distill it to its core. Because simplicity and clarity are your greatest strategic allies in a world of noise.

Dismiss the snooze button

Dec 11, 2023

Ready for a life overhaul but unsure where to begin? Consider your morning routine. If the snooze button is your daily nemesis, it’s time for a wake-up call — literally. Every tap on snooze whispers a message: “I’m not ready for what’s coming.” It’s a silent rebellion against the day’s potential.

Reflect on those battling depression; dawn can be their steepest climb. Choosing to rise with intention opens the door to more fulfilling days.

Notice the pattern among greats like Oprah, Gates, Einstein, and Aristotle? They didn’t sleep in. They rose early, purpose in hand.

On mornings that matter, like holidays or milestones, we often bolt awake, sleep deficit ignored. It’s not the hours of sleep but the weight of expectation that fuels our vigor. Hal Elrod’s epiphany rings true: expect to be tired, and you will be. Believe in a refreshing morning, and you may just be energized, regardless of the clock.

So, if you yearn for change, start with belief. And maybe, just maybe, let the snooze button rest tomorrow.

Evolution of friendships

Dec 10, 2023

As time weaves its intricate tapestry, friendships, like fleeting moments, transform gracefully. Just as we accept the gentle embrace of aging, we must also embrace the changing tides of companionship.

Recall your high school days when friendships blossomed effortlessly across town lines. How many of those connections remain as vibrant today as they were then? Likely, just a precious few.

Now, let’s peer ahead three decades.

How many of your current friends will remain steadfast in your daily conversations? The truth, bittersweet but inevitable, is that the bonds of friendship will evolve. Life leads us on diverse paths:

Homes change – geographical distance can strain even the strongest connections. Family becomes a priority – evenings once spent with friends are now dedicated to loved ones. Careers unfold – new responsibilities demand more time, leaving little room for casual get-togethers. These are the rhythms of growing older. Some of you may already have danced to this tune. It’s crucial to view these shifts with optimism.

While you may not exchange daily banter with old pals, you now embrace a fulfilling family life, a thriving career, and the home of your dreams. As life molds us, so do our priorities, and that’s a beautiful transformation.

Cherished friends from yesteryears will forever be your lifelines in times of need. A quick catch-up text, a mere 30 seconds in a busy day, can rekindle the flames of friendship, and family.

It’s not all color

Dec 9, 2023

In a world saturated with color, the allure of black and white remains undeniable. While we celebrate the vibrancy and richness that color brings to our lives, it’s essential not to overlook the subtle elegance of black and white.

Think back to the introduction of color television – a revolutionary shift. Yet, even amidst the allure of a technicolor world, there are moments when the simplicity of black and white shines through. Consider the practicality of black and white in print – it’s cost-effective, clear, and allows for sharp legibility, making it the preferred choice for documents and books.

But black and white offers more than just practicality; it also provides a sense of focus amid the chaos of color. It strips away distractions, allowing us to focus on what truly matters.

This duality extends beyond visuals; it’s a reflection of our personalities. Regarding critical decision-making, the clarity that black-and-white thinking offers is invaluable. It simplifies complexity, aiding in the process of making choices.

When faced with challenges, a black-and-white approach allows us to dissect them systematically, breaking them into manageable parts. In high-stakes conversations, it leaves no room for misinterpretation, ensuring that communication remains clear and precise.

Amidst the dazzling array of colors in our world, it’s crucial to recognize and appreciate the enduring value of black and white. It brings simplicity and clarity to the intricate palette of life, offering a unique perspective that should not be overlooked.

Knowing and doing

Dec 8, 2023

It sounds rather impressive to know it all. If we do, there is no need to listen, let alone learn.

Yet remarkably, if we do not apply what we know, who does it help?

If we don’t do what we already know is necessary, what does that say about us?

Being exceptional

Dec 7, 2023

To be exceptional denotes that we are at least within the top five percent of what we do but closer to the top 1%.

The question is, what does it take to get us there? If we are intent on following what everyone else does, we can best hope that we will be the same as everyone else and average. Not that average is terrible, but it is not exceptional.

As organizations and individuals, if you follow the typical path others choose, you are likely to be part of that same group.

To be exceptional, we must do what others consider a challenge, unreasonable, and even unpleasant. It is getting up at 5, exercising every day, reading yet another book in the area of interest, and reviewing the process yet again.

Exceptional is a choice. Your exceptional is of your choosing. To attain it requires you to make some outstanding choices.

Naming the nemesis

Dec 6, 2023

In the trenches of creativity and leadership, an unseen adversary often bars the path – resistance. Steven Pressfield’s ‘The War of Art’ casts it as the shadow of our aspirations, the friction against our momentum.

Resistance is not a plight reserved for artists; it’s the silent challenger in every endeavor, from entrepreneurship to activism. It’s the whisper of “later” when action is due now, the seductive lure of the inconsequential, the paralysis before the potential.

Procrastination, avoidance, and misplaced focus are just some of its guises. The list is long, and the symptoms varied—each a choice, a momentary surrender to the easier path.

Yet, Resistance is no moral fault; it’s human, as trivial as a misstep or as common as burnt toast. Identifying it isn’t about self-reproof but about recognition and the dance of overcoming.

These choices we make, these stumbling blocks, are not fixed in stone. They’re the habits we can break, the skills we can acquire. Being gentle with ourselves is the first step back to the work.

Confusion may cloud our judgment, and fear of change may anchor our feet. But in the end, they’re just choices, and we can choose differently. When Resistance looms, remember—it’s not invincible. Name it, understand it, and gently, persistently choose your way through it

Blind spots

Dec 5, 2023

Those very strengths, personal attributes, and relationships become possible blind spots.

We put our guard down since we are reliant and assured; therein lies our weakness.

Outlook of limitless potential

Dec 4, 2023

Could your outlook on life be the very hurdle tripping you up? Many of us are caught in the Rearview Mirror Syndrome (RMS), driving forward while fixated on the past, letting old setbacks dictate future ventures. If you’ve ever dodged new chances because they’re uncharted territories, RMS might be your unwanted passenger.

Take commitment fears, often rooted in bygone heartbreaks—an RMS classic. Then, there’s our tendency to see life’s moments as standalone episodes. Skipping today’s workout seems inconsequential, but it’s a small stitch in the fabric of your future self.

T. Harv Eker, in “Secrets of the Millionaire Mind,” nails it: “How you do anything is how you do everything.” Isolate incidents, and you’ll weave a tapestry of leniency, where ‘just this once’ morphs into ‘just how I am.’ It’s a subtle sabotage of your dreams, with excuses as your co-conspirators.

Breaking free from yesterday’s shadow and excuse-laden narratives is essential—your life, your rules — but first, a fresh frame of mind.

Going out of business

Dec 3, 2023

So the sale proclaims. Get it today since the offer will not last.

Out of care or concern, you support to help. They remain in business, and you feel you played a small part until their subsequent sale of the same type.

Those sympathy-seeking proclamations are lost with repetitive appeals. Crywolf is never sustainable, even with organizations.

Principles

Dec 2, 2023

When they come into question is when they are needed most.

Finding role models

Dec 1, 2023

Role models are like shining stars. They guide us, inspire us, and show us what’s possible. But why are these role models so important, and how can we turn their wisdom into our unique leadership magic?

Think about learning to dance. Sure, you can read about it or watch YouTube videos, but there’s something special about having a dance partner who’s been tearing up the dance floor for years. Leadership is no different. Role models offer real-world lessons that textbooks can’t match.

So, what’s in it for us? Plenty. First, role models provide a clear path to follow. They’ve faced challenges, made mistakes, and come out stronger. Their experiences are like a treasure map, guiding us through leadership’s tricky terrain.

Second, they inspire us to dream big. When we see someone achieve greatness, it’s like a jolt of lightning, igniting our ambitions. We start to believe that we, too, can reach those heights.

So you’ve found your leadership hero. What’s next? Embrace them fully. Read their books, listen to their talks, and study their actions. Immerse yourself in their world. Imitation isn’t the goal. It’s about understanding why they do what they do. What makes their leadership style tick? How do they handle challenges and setbacks?

It’s not about copying; it’s about learning the essence and making it our own. Use those lessons with your personality, values, and experiences. Blend in your quirks and strengths. Be inspired, not confined. We learn from deep examination and understanding and soon begin to emulate. By merely aspiring, you are pointing yourself in that direction.

Think of it as cooking. You’ve got a delicious recipe, but you add your secret spices to make it yours. Your leadership style should reflect who you are and what you believe in. Yet, regardless of your twist, the recipe inspires you. Own it, the good, the challenges, and the quirks.

Every person who has achieved much has inevitably had role models that they aspired to and inspired them. Some may have met, others they have intensely studied, yet in all instances, an element of admiration ultimately spurred them forward.

Role models are a guide in our leadership journey. They offer lessons, inspiration, and a roadmap to success. Leadership isn’t about being a clone; it’s about being the best version of you, inspired by the greats who came before. And should we be steadfast and resilient, we too may become admired leaders by others we interact with.

Price of tolerance

Nov 30, 2023

Sometimes, it may be convenient, other times less problematic, and a way to avoid conflict or difficult discussions. So we let it go.

We turn our heads away from small, disturbing behaviors since it may be inconvenient. In time, the behavior amplifies.

We are surprised and disappointed. Yet, we do not take any fault in our inaction.

What happens when weeds appear in our garden when we choose not to remove them at the earliest sighting? They grow and spread, and in that, we play a role.

Not everyone is an entrepreneur

Nov 29, 2023

The sense of creating our dream organization and establishing our mark. No more bosses and the freedom to decide what and when we want to do things. The lure of the self-made person. While so much is attractive, not everyone has it in them to pursue entrepreneurship. If in any doubt, consider the following questions.

Are You Prepared for Hard Work?

Entrepreneurship demands dedication and effort. If you’re seeking an easy path, entrepreneurship might not be your cup of tea. Are you ready to commit to tasks like idea generation and marketing?

Do You Expect Quick Riches?

Are you hoping to strike it rich overnight? Entrepreneurship is a long-term game. Are you willing to gradually invest the time and effort required to build a successful business?

Are You Open to Learning?

Will you seek advice from experienced entrepreneurs when facing challenges? Being coachable can be a key to success. Are you open to guidance and collaboration?

Do You Wait for Inspiration?

If you rely on inspiration to act, remember that entrepreneurship often involves daily, uninspiring tasks. Can you start small and work toward your goals consistently?

Do You Believe You Need Everything?

Do you think you require many resources or perfect conditions to start? Many successful businesses begin with minimal resources. Are you adaptable and resourceful?

Don’t fool yourself. Going alone and starting something from scratch is likely the most work you will ever do, where you will be required to do functions you deem below your level and face challenges and stress you never imagined. Even when it is great, you cannot rest.

There are rewards, but those remain available to those who have the tenacity, courage, determination, and desire to want to attain something they have dreamed of.

Managing administrative bloat

Nov 28, 2023

In the early days of tech, companies were lean, mean, and ambitious machines. Think of Apple’s Apple II, born with just 25 employees, or Microsoft’s first operating system, launched with a modest team of 100. Even Google kicked off its journey with only four employees.

However, as Silicon Valley grew, so did the demand for talent. More people joined the tech world, shifting the focus from groundbreaking innovation to career advancement. While the number of employees increased, productivity per employee started to decline.

Playbooks emerged as guides for startups, offering ready-made strategies for various business aspects. While convenient, this led to a rise in incrementalism, diverting Silicon Valley from its full potential. Instead of diving deep into innovation, many were merely optimizing for short-term gains.

Now, let’s talk about the elephant in the room: administrative bloat. This issue isn’t exclusive to tech; it affects businesses across industries.

Managing employees, especially remote ones, comes with many administrative challenges. Tax compliance, device provisioning, benefits management, and security, to name a few. The problem? Disconnected data and workflows across systems, leading to a massive drop in productivity.

Companies often use various point solutions to tackle these challenges but often address symptoms, not root causes. The administrative overhead incurred is like a hidden productivity cost that can weigh down even the most agile organizations.

So, how can organizations determine if they’re being productive amidst this administrative complexity? Data measures play a pivotal role here.

Measuring the impact of administrative expenditure and productivity can involve various data measures, such as:

Cost-to-Revenue Ratio: Compare the cost of administration to the revenue generated. If administrative expenses consistently outpace revenue growth, it shows inefficiency.
Employee Productivity Metrics: Track how much time employees spend on administrative tasks versus core responsibilities. A significant portion of time dedicated to admin work could indicate inefficiencies.
Operational Efficiency: Analyze the time and resources required to complete administrative tasks. If processes are cumbersome and time-consuming, it’s a red flag.
Employee Satisfaction: High turnover rates or low job satisfaction among employees responsible for administration can signal inefficiencies.

Efficiency matters, regardless of the industry. It’s about returning to the roots of innovation, embracing ambitious product goals, and trimming the excess administrative fat that holds us back.

Is more, success?

Nov 27, 2023

Success is often equated with more – more possessions, more income, more clients, and more products. More hobbies and friends too. But is this the accurate measure of success?

In our pursuit of “more,” we may find ourselves overwhelmed and less effective. Adding more without adjusting resources can lead to diminished quality.

Instead, let’s ask: Are we doing better? Have we inspired employees, satisfied clients, flawless processes, and excellent products and services? If not, should we not ask, why are we doing more?

Perhaps true success lies in the quality of what we do, not the quantity.

Convenience at a cost

Nov 26, 2023

It is easy to buy via Amazon. One click and it is done. Paying for our services via online apps and credit cards is also simple.

Yet at what cost? Online convenience is costing us all. Where we think we save in price we make up for in impulsive buys and quantity. It’s a marketing trap, and we fall for it.

Similarly, the convenience of being paid by credit card may sound appealing, convenient, and simple. Yet at three percent, your $1 million revenue, you handed off $30,000 without a second thought. Most organizations are rife with hidden costs that cost us dearly in time. It may be in cash flow delays due to processing arrangements or straight deductions, yet we pay little attention to them.

At what cost does this simplicity come?

Loving lasagna

Nov 25, 2023

I do love lasagna. It is one dish that brings immense delight and even fonder memories. However, it’s not any lasagna. I would instead pass on 95% of the lasagna offered to me and would never purchase any commercially available varieties. Does this make me a lasagna snob? Possibly, but then proudly too.

The reason is that my mother used to make the lasagna I love. It is particular, and it is the way I enjoy it. Others may prefer some changes in the ingredients or even the preparation, but it is the one that satisfies me, and it has not changed.

The products and the services we offer are just as personal. It may not be to everyone’s liking, but assuming it is the one you feel good about and has a viable and sustainable market, then that is the one we should continue to explore. We may reconsider our overall strategy and offer if the market becomes too small.

The goal is not to create a product loved by all, but one that some are passionate about to the extent you may gain a following, whereby the product is seen without substitute because of ultimately what you deliver, but more so how you make them feel. And that product should remain faithful to you and your own motivations, or else how can anyone ever believe you?

Creativity by chance?

Nov 24, 2023

A misconception is that creativity merely happens. We assume those who have produced brilliance woke up one day with a great idea, and the rest is history. Yet we fail to see the many ideas they generated that failed or the deliberateness in the approach taken by those we label as creative.

“A busy calendar and a busy mind will destroy your ability to do great things. If you want to be able to do great things, whether you’re a musician, or whether you’re an entrepreneur, or whether you’re an investor, you need free time, and you need a free mind.”-Naval Ravikant

Time blocking is necessary for all creatives. The musician and artist do not create in short bursts. Nor should anyone else assume that creativity does not require dedicated time. Your level of creativity is relative to the time you dedicate to it.

A holiday like no other

Nov 23, 2023

Today in the USA, we celebrate Thanksgiving, an extraordinary day. It’s all about coming together with family and friends to share our gratitude. Unlike many holidays, there are no religious ceremonies or gift exchanges; it’s simply about giving thanks.

On this occasion, I’d like to share a beautiful tradition suggested by Seth Godin a few years ago. While it’s your choice whether to embrace it, reading through the Thanksgiving Reader can warm your soul.

So, from my heart to yours, I wish you and your loved ones a Happy Thanksgiving.

Seth Godin’s Thanksgiving Reader

Solving problems

Nov 22, 2023

When we look to fix, solve and remedy, we need to bring a fresh way of thinking, adjust for initial beliefs, and appreciate that what we assumed and designed for initially is not what is required to fix it.

Albert Einstein once remarked, “We can’t solve problems by using the same thinking we used when we created them.”

Beating mediocrity

Nov 21, 2023

For the most part, mediocrity often serves us well. We don’t need to excel in everything we do; being functional and adept is usually sufficient.

Consider your use of social media, your familiarity with workplace tools, or even your ability to drive a car. You don’t have to be an expert to find value in these activities.

However, the question is: where do we choose to become experts? Where does mediocrity no longer cut it? Take a moment to reflect on your own role. In what capacity are you an expert, and could you teach others?

Our challenge is to discover the intersection between our strengths, financial potential, and passion to add value and be in demand. While mediocrity suffices for most tasks, and for some, it falls short when we aspire to be valued and sought-after.

Scary at first

Nov 20, 2023

Imagine diving into the cold depths of the Cape of Storms, venturing into the dark yet surreal kelp forest along the South African coast. That’s where Craig Foster’s story begins.

Feeling discontented and in need of inspiration, he sought solace in the small pleasures of his youth. At first, getting into the ocean was challenging, even scary, but it became his daily quest—a sanctuary that rejuvenated him and reshaped his life.

The movie ‘The Octopus Teacher’ tells this story. The filmmaker faced something intimidating and unwelcoming, slowly immersing himself in it every day. Gradually, it transformed into his source of renewal.

Inspiration can come from unexpected places. What initially appears scary might hold the key to what’s truly necessary and compelling in your life. So, what scares you today could be your path to inspiration tomorrow.

Embrace the day

Nov 19, 2023

Welcome to the grayscale revolution, where your phone’s not a rainbow and life’s not a kaleidoscope! In this technicolor world, our phones are like Las Vegas in our pockets – flashy, distracting, and a bit too much after a while. Ever find yourself mindlessly thumbing through your phone? Well, you’re not alone. We spend 3 to 4 hours a day on these little life-suckers. That’s a part-time job in scrolling!

Here’s a tip: turn your phone to grayscale mode. Why? Suddenly, Instagram looks as dull as a weather report, and Facebook’s as exciting as watching paint dry. You’ll reclaim your time faster than you can say ‘boredom’. Embrace the gray. It’s not just for hair anymore! And enjoy the day.

Another way

Nov 18, 2023

Change is possible. We are not as rigid as we may choose to be, and being ‘older and stuck in our ways’ is something we state out of laziness and convenience.

Change may be small, and some may be big. Walking up the stairs and avoiding elevators. No caffeine after noon, leaving your desk clean at the end of the day, or just running spell check and reading your document again before sharing. Nothing big.

With change comes opportunities. Older and stuck may be ‘wiser and curious.’

What you select does not matter, but if it brings you satisfaction and a little joy, why not embrace it and then see what’s next for you?

Living in the extreme

Nov 17, 2023

In the intricate web of life, our journey is punctuated by moments of exhilarating highs and disheartening lows. These emotional peaks and valleys often mirror the degree of our involvement and dedication. The deeper we immerse ourselves in a situation, the more profound our joy and success can be, but the depths of our disappointment and failure may also be reached.

The key lies not in questioning whether we should try and commit but in recognizing that the emotions we ultimately encounter are inextricably linked to the intensity of our actions.

When we fully invest ourselves in a pursuit, whether a personal goal, a creative project, a professional endeavor, or even relationships, we open the door to a spectrum of emotions. It’s a journey where our level of commitment serves as a compass, guiding us through the terrain of experiences.

Consider the pursuit of a creative endeavor, like writing a novel. The depth of immersion, the hours spent honing your craft, and the passion poured into each word directly correlate with the satisfaction and sense of accomplishment you derive from completing it. Your commitment becomes the engine that propels you to the pinnacle of your creative potential.

Conversely, when we hesitate to fully engage or only dip our toes into the waters of endeavor, the outcome often reflects our lukewarm commitment. In such cases, we may grapple with unfulfillment and missed opportunities.

It’s crucial to understand that this principle extends beyond individual pursuits. Organizations that foster a culture of wholehearted commitment tend to reap the rewards of employee satisfaction, innovation, and overall success. Every team member’s dedication directly influences the workplace’s collective emotional landscape.

Recognizing the profound connection between immersion and emotional experience empowers us to make intentional choices. When we embark on a new venture or endeavor, we can ask ourselves, “How deeply am I willing to commit?” Understanding that our emotional journey is directly proportional to our level of engagement allows us to set realistic expectations and fully appreciate the consequences of our choices.

Whether we aim for the exhilarating heights of success or navigate the depths of disappointment, our commitment serves as both the architect and the artist of our emotional landscape. The question for us is what heights we want to attain and, with that, realign our efforts and potential extremes of emotion.

Stepping up

Nov 16, 2023

The advancement of tools and applications has enabled us to step up and focus on the higher skills and value we bring.

Recall when an adding machine was necessary to total up a large sum of numbers, then recheck them and seek out transposition errors. Or the need to chop copious amounts of vegetables to prepare a banquet. Or the difficulty of creating lengthy reports, checking grammar, and editing all mistakes.

Now, we instead take the time saved on those functions to analyze and assess, create, and design to move what we are working on further. Without appreciating it, we have been released from the mundane and elevated towards the higher beings of our craft.

Technology and advancements will continue to afford these opportunities. And with that, we will be encouraged, challenged, and ultimately mandated to step up. If we choose not to, we may be replaced by more efficient and effective systems and deprive ourselves of the ability to help push the boundaries of possibility.

The terms and conditions

Nov 15, 2023

How pleased were we not with the convenience of gaining access to information quickly, shopping seamlessly, and connecting and interacting instantly?

Yet, how did we not realize that the same data we provided and gave away freely without a second thought is now precisely what is being used against us to share biased information and target us with ads and unwarranted misinformation?

We offered ourselves up, and now we pay the price. These were our choices since we rarely, if ever, reviewed the terms and conditions with the desire for immediate gratification, perpetual connectivity, and dopamine hits.

Practice makes permanent

Nov 14, 2023

There is a saying that practice makes perfect. It rarely does. However, through repetition, we become more adept. We gradually and often slowly eliminate issues and continue to improve.

What practice is doing is helping us create the habit where we no longer need to think and analyze, but instead, because we have trained our mind and body, we can execute as conditioned, without thought impacting and altering the outcome.

The team that takes on a new practice to improve their communication and execution, and then in two weeks abandons it because it is not working? Only through practice will the team become successful, and the sooner this no longer feels like a routine but rather an ingrained habit, you will understand the value of that initiative. Look at any sports team that manages to execute a fantastic play. The likelihood is that the exact play was practiced hundreds of times.

Practice will get us closer to our imagined perfect, but perfect will change in most of what we do. However, practice will make it permanent.

Unstoppable power of ambition

Nov 13, 2023

Ambition is the rocket fuel that propels individuals and organizations toward greatness. It’s the unwavering desire to reach new heights, break through barriers, and leave a lasting mark on the world. From athletes aiming to run faster and jump higher to businesses striving to dominate their sectors, ambition is the driving force that propels us forward; for many, ambition is their purpose, an unstoppable compelling force to act.

Imagine a world without ambition – where mediocrity reigns, and dreams remain unfulfilled. It’s the ambition that has led to every remarkable achievement in history. The spark ignites the fire of innovation and pushes us beyond our limits.

Ambition has many faces. It’s the athlete training relentlessly, the entrepreneur dreaming of a groundbreaking product, the scientist working tirelessly to unlock the mysteries of the universe, and those driven to help others. It’s the artist painting their masterpiece and the student seeking to excel in their chosen field. Ambition is the driving force behind human progress and achievement.

Ambition is not a luxury; it’s a necessity. It compels us to strive for excellence, push past obstacles, and reach the pinnacle of our potential. It’s why we refuse to settle for the status quo and instead pursue our most audacious goals.

Embrace your ambition. Let it guide, inspire, and fuel your journey toward success. Be unapologetically ambitious in your pursuits, and remember that ambition can change the world for the better.

In a world filled with endless possibilities, ambition is the key that unlocks the door to greatness. It separates the ordinary from the extraordinary and turns dreams into reality. With ambition as your driving force, there’s no limit to what you can accomplish.

The question where is your ambition? Where do you choose to be successful, and what is your ‘More of less, and less is more?’ Define it. Be proud of it. And, now, chase it with absolute conviction and determination.

Pinky promise

Nov 12, 2023

A gesture that kids will often make, signifying they will maintain a promise and live up to and keep the commitment being made. So essential, and while kids intend to retain these, as we grow older, they seem less important.

The sharing of a simple secret that needs to be held in confidence, is often told by breaking a previous one. For many, a commitment to perform the work as mutually expected and agreed upon is merely a milestone rather than a matter of honor.

Organizations rarely make brand promises of any real meaning, and all too often, it becomes a question of whether you can rely on what they are offering and committing to. It is a leap of faith. But should that be the case?

Possibly, we have begun to diminish ourselves to such a level that our word does not matter, primarily to ourselves. We make commitments we do not uphold. Gone are elements of honor and pride and replaced with apathy and entitlement.

Yes, by making those pinky promises, we can almost be assured that the next time someone wants to share something in confidence or rely on something to be done to their expectations, you may be high on the list. And you may do what you say you will, ultimately to your benefit—pinky promise.

Work: Nature’s essentials

Nov 11, 2023

Birds greet the dawn with tasks. We’ve simplified but seek more. Can we find balance?

Every morning, if you listen carefully, you will hear birds challenging dawn to the day ahead. They arise and take a few moments, and then, before too long, the day begins with tremendous hard work. Most living creatures that humans do not control in any way carry out an extensive set of tasks to survive and thrive. Imagine a lion or a wolf living the life of their domesticated lineage. Even we humans lived similar existences in the early days of civilization.

Through clever ingenuity, imagination, and perseverance, we developed ways to simplify things, enabling us to do the things we enjoy and allow others to do the things we don’t in return for what we do, allowing us to reimburse them.

Yet when did we get to the stage where doing less is the ambition while expecting even more? You may get away with it for a day or two, which may extend to years, but like any system, weaknesses reveal themselves, and the issue is unmasked.

We are privileged and fortunate far more than any other generation. Yes, we have also introduced many complexities in our lives due to these privileges, but it is simpler and more accessible than ever before to do anything we dream of and commit to.

The animals will continue to work hard each day to survive since they know there is a direct correlation between their effort and their ability to survive. Yet, we say we are the more intelligent species.

Lessons from masterpieces

Nov 10, 2023

In life, as in art, focusing solely on one small element can lead to missed opportunities and a lack of understanding. Just as we wouldn’t examine just one detail of a masterpiece, we shouldn’t limit our perspective in daily situations.

Often, we only see fragments, losing vital context and appreciation for complexity. This can result in premature assumptions and decisions. To truly comprehend, we should take time to view the whole picture, just as a comprehensive view of a masterpiece enlightens us and provides a renewed sense of the situation.

Self-important: A solo endeavor

Nov 9, 2023

Wanting to be correct, to be heard, and to acknowledge is prevalent in any environment and situation we find ourselves in. Few issues are real issues other than the fact it is more about two individuals (yes, it is typically two, but since we can’t deal with matters alone, we instead recruit armies to side with us in every battle) who cannot put their sense of self-importance aside and instead focus on the better of the team or community they are working with.

Yet, if we are so intent on being self-important, you can be if you are alone. It is a choice we can make where we can always be correct and always be assured of our importance, but then we are alone. Self-importance only matters if your goal is isolation. If we are so intent on being right, if we do not choose to leave, others will tire and shut us out of what they continue to work through together collaboratively.

Anticipate version 10

Nov 8, 2023

You have your idea of what you want, and I have mine of what it is. We appear to agree. But then, I am not you, and you are not me, so how can we expect we will be aligned completely?

Why do we set ourselves up for disappointment by expecting perfection from the get-go? We delegate tasks, assign responsibilities, and await the result, only to be underwhelmed and frustrated. This, in turn, breeds anxiety, erodes confidence, and leaves us feeling inadequate. But is it fair to place such unrealistic expectations on ourselves and others?

Think about your journey in creating something, like writing a report. Is it flawless on the first draft? Or do you find yourself tirelessly editing and improving until it reaches a level of excellence you can be proud of?

Perhaps it’s time to adopt a different mindset, “Version 10.” Instead of striving for perfection right out of the gate, focus on getting things done promptly. Let’s acknowledge that our initial efforts are just that—initial. They’re not meant to be flawless masterpieces but stepping stones toward something more significant.

The idea that we must get it right the first time is often impractical, especially in detailed or subjective tasks. If our goal is to improve and refine continually, then the principle of “make it better” is a far more achievable and reasonable expectation.

Embrace Version 10 as a symbol of progress through iteration. It’s not about settling for mediocrity; it’s about recognizing that excellence is a journey, not a destination. By allowing ourselves the freedom to evolve and refine our work, we not only reduce anxiety but also unleash the true potential of collaboration and creativity.

Version 10 will likely get you there faster, with a more creative team that seeks to work together as we advance and is far more aligned than ever anticipated.

You’re welcome!

Adopt active questioning

Nov 7, 2023

In the journey of personal and professional growth, one tool often underestimated is the art of active questioning. It’s not just about asking questions; it’s about asking the right questions at the right time. Active questioning goes beyond mere curiosity; it’s a deliberate strategy for gathering insights, solving problems, and fostering innovation.

Why Active Questioning Matters

Active questioning is a powerful approach that opens doors to new possibilities. It helps in clarifying goals, understanding complex issues, and making informed decisions. When we actively engage our minds through questioning, we stimulate critical thinking and problem-solving skills.

The Essence of Active Questioning

Active questioning is not a passive endeavor. It involves probing, exploring, and seeking deeper understanding. It’s about asking follow-up questions, challenging assumptions, and digging beneath the surface to uncover hidden truths.

The Benefits of Active Questioning

Enhanced Learning: Active questioning fuels a thirst for knowledge. It’s the engine of continuous learning, enabling us to expand our horizons and stay ahead in an ever-evolving world.
Practical Problem Solving: When faced with challenges, active questioning helps break them down into manageable parts. It fosters creativity and encourages the exploration of diverse solutions.
Better Communication: By asking insightful questions, we can build stronger connections with others. It shows genuine interest and promotes meaningful conversations.
Innovation: Many breakthroughs in science, technology, and business have emerged from asking unconventional questions. Active questioning sparks innovation by challenging the status quo.

The Art of Active Questioning in Practice

To practice active questioning effectively, consider the following tips:

Start with “Why”: Begin by questioning the fundamental purpose or motivation behind a situation or problem.
Use Open-Ended Questions: Encourage conversation and exploration by asking questions that can’t be answered with a simple “yes” or “no.”
Listen Actively: Pay close attention to responses. Follow up with relevant, probing questions to delve deeper into the topic.
Challenge Assumptions: Don’t take things at face value. Ask questions that challenge existing assumptions or beliefs.
Empower Others: Encourage those around you to ask questions. Create an environment where curiosity is valued and nurtured.

Active questioning is a skill that can be cultivated and honed over time. It’s a valuable asset for personal and professional development, helping us navigate challenges, make informed decisions, and foster innovation. In a world brimming with information, those who know how to ask the right questions will continue to thrive and find success.

Extend kindness

Nov 6, 2023

We offer it to others and question why not when we don’t.

Do we gift it to ourselves?

Self-compassion may be the new habit we need. Devoid of it, we may tussle to step up for others.

Heartfelt and meaningful

Nov 5, 2023

In a world teeming with kindness and generosity, it’s essential to recognize that there is far more good than bad—good people abound if you open your eyes and heart to see them.

But here’s the paradox: why is it that when others extend their generosity or do something that benefits us, we often neglect to express genuine appreciation and thanks?

Perhaps you think that person should hold the door open for you, or that the meal served was merely a reciprocal gesture, or that the promotion was well-deserved based on your efforts. Yet, how often do we miss the opportunity to convey sincere gratitude? And how do we react when faced with the opposite scenario—when doors are shut in our faces or the invitations never come?

It’s a matter of choice, a choice that carries profound meaning. A simple choice of words and the authenticity of your tone can amplify your appreciation for a kind gesture. A handwritten note of thanks or a small token of gratitude can signify the depth of your appreciation.

If we aspire to be treated well by others, shouldn’t we, at the very least, appreciate the small acts of kindness we encounter? Such gestures not only warm our hearts but also inspire more good deeds—a beautiful cycle of positivity that enriches our lives.

Living in the extreme

Nov 4, 2023

In the intricate web of life, our journey is punctuated by moments of exhilarating highs and disheartening lows. These emotional peaks and valleys often mirror the degree of our involvement and dedication. The deeper we immerse ourselves in a situation, the more profound our joy and success can be, but correspondingly, the depths of our disappointment and failure may also be reached.

The key lies not in questioning whether we should make an effort and commit but in recognizing that the emotions we ultimately encounter are inextricably linked to the intensity of our actions.

When we fully invest ourselves in a pursuit, whether a personal goal, a creative project, or a professional endeavor, we open the door to a spectrum of emotions. It’s a journey where our level of commitment serves as a compass, guiding us through the terrain of experiences.

It’s crucial to understand that this principle extends beyond individual pursuits. Organizations that foster a culture of wholehearted commitment tend to reap the rewards of employee satisfaction, innovation, and overall success. The dedication of every team member directly influences the collective emotional landscape of the workplace.

Our level of immersion determines the vividness of its colors. Whether we aim for the exhilarating heights of success or navigate the depths of disappointment, our commitment serves as both the architect and the artist of our emotional landscape.

A call for perspective

Nov 3, 2023

Is it reasonable to assess a person based on a single word or physical feature? To judge them solely by a single mistake or past failure? We know deep down that it isn’t.

Yet, when it comes to complex issues like global conflicts, we often rely on snippets from social media or a single article to form our opinions and beliefs. Is this reasonable?

Instead, take a moment to reflect. Dive deeper, seek diverse perspectives, and strive to become better informed, even if our understanding remains preliminary. It’s a small step towards a more reasonable approach to comprehending the world around us. And bring us closer to a word we loosely use: humankind.

Art in delegation

Nov 2, 2023

Delegating is a vital leadership skill, but it’s often misunderstood. It is the optimizer of time, the development of individuals, and the surefire necessity to growing any team. Yet, we usually do it poorly and insufficiently. Some bosses equate delegation with issuing commands and micromanaging, while others emphasize collaboration and support to the extent that clarity is lost in the process. Others feel they cannot delegate because they can do it better, or they may be overloading their team. The art of effective delegation lies in finding the delicate balance between being instructive and collaborative, asserting what’s necessary while fostering decision-making abilities in others.

When leaders lean too heavily into instructive delegation, they risk stifling creativity and initiative. They become micro-managers, dictating every step of a task. This approach not only demoralizes team members but also hinders their growth and development. It’s a recipe for dependency rather than empowerment.

On the other side of the spectrum, leaders focusing solely on collaboration may inadvertently create confusion. By being overly supportive and hands-off, they fail to provide the necessary guidance and direction. Team members may feel adrift unsure of their roles and responsibilities, leading to frustration and inefficiency.

The Delegation Sweet Spot: Clarity and Collaboration

To effectively attain the delegation sweet spot, leaders must balance clarity of instruction and collaboration. Here’s how to find that sweet spot:

1. Define clear objectives: Start by articulating clear objectives and outcomes. Provide a roadmap for what needs to be achieved, setting the boundaries within which team members can operate.

2. Empower decision-making: Encourage team members to make decisions within the defined scope of their responsibilities. Allow them to take ownership and feel accountable for their tasks.

3. Offer support and resources: Be available to provide guidance, answer questions, and offer support when needed. Your role is not to dictate but to facilitate success.

4. Set milestones and check-ins: Establish milestones or checkpoints to track progress. Regularly check in with team members to assess their challenges and offer solutions.

5. Communicate expectations: Communicate your expectations regarding timelines, quality standards, and any constraints. This sets a baseline for performance.

6. Provide feedback: Offer constructive feedback on completed tasks. Highlight areas of improvement and acknowledge achievements. This reinforces a culture of continuous learning.

7. Encourage initiative: Encourage team members to come forward with ideas and suggestions. Delegation should be a two-way street where innovation is welcomed.

Effective delegation is not a one-size-fits-all approach. It’s about finding the right balance between providing clarity in instructions and fostering collaboration and decision-making. By defining clear objectives, empowering your team, offering support, and maintaining open communication, you can delegate effectively while nurturing a culture of trust and growth within your organization.

In the words of General George S. Patton, “Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity.”

A necessary identity

Nov 1, 2023

Organizational identity is the beating heart of any successful venture. It’s the intangible essence that defines who you are as a company, what you stand for, and where you’re headed. While it may seem nebulous, it’s a crucial factor that can make or break an organization.

Why Organizational Identity Matters

Imagine a ship without a compass. It might have all the best equipment, a skilled crew, and a clear destination, but without that guiding compass, it’s lost at sea. Organizational identity is your compass. It provides direction, purpose, and a sense of belonging for your employees, stakeholders, and customers.

The Elements of Organizational Identity

Your organizational identity is composed of several key elements:

Vision and Mission: These are the guiding stars that define your purpose and the impact you aspire to make.
Values: Your core principles shape your culture and guide decision-making.
Culture: It’s the shared beliefs, behaviors, and attitudes that permeate your organization.
Brand: This is the external face of your identity, how the world perceives you.
Strategy: Your approach to achieving your vision is a crucial component of identity.

The Challenge of Architecting, Implementing, and Maintaining Identity

Crafting and nurturing an organizational identity isn’t easy. It’s a dynamic process that requires careful thought, consistent action, and relentless dedication. Architecting it involves aligning your vision, mission, values, and strategy. Implementing it means weaving these elements into every facet of your organization, from recruitment to daily operations. Maintaining it is an ongoing effort, as your identity should evolve with the changing landscape while staying true to its core.

The Key to Success

The linchpin to any long-standing successful organization is a strong identity. It’s the magnetic force that attracts talent, loyal customers, and strategic partnerships. With a clear and compelling identity, you’re not just another player in the market; you become a force to be reckoned with.

On the flip side, without a well-defined identity, you’re in a constant state of struggle. It’s like trying to build a house without a solid foundation. You might make some progress, but it won’t be sustainable, and the slightest tremor can bring it all crashing down.

In essence, your organizational identity is your secret weapon, your unique proposition, and your North Star. It sets you apart, gives you purpose, and fuels your success. So, invest in it, nurture it, and watch your organization thrive like never before. In business, those with a strong identity aren’t just contenders; they’re champions.

Dog biscuits

Oct 31, 2023

Shaped as bones, hamburgers, and even seasonal treats. Flavored as chicken, bacon and sausage, turkey and pumpkin, and peanut butter.

If you asked your dog to name the ingredients, would they be able to? And if it is not a seasonal shape during the holidays, there is likely to be disappointment.

The beauty is we buy them. And all of this comes at a premium. For inferior ingredients and the heart-warming shapes, we can proudly display, and in colors we have no idea our dogs like or not, we gladly spend.

That is only a dog biscuit. Ever wondered what else we are being sucked into, and all for that small moment of gratification as we place the bag into the shopping cart. And likewise, do we choose to expend our resources on elements that are in many ways unreal instead of the ingredients that matter?

Convenience comes at a price, but even that price is not always justified.

Interviewer’s dilemma

Oct 30, 2023

Job interviews are high stakes for both parties and there’s a paradox that often goes unnoticed. While organizations are eager to find candidates who see them as a great workplace, they often get caught up in a frantic game of selling themselves to potential hires. The primary goal of an interview is to select the right person for the role. Instead, it is often lost in the process, and more time is spent on impressing or “selling” the organization and vast hidden costs to the organization in time.

It’s tempting for interviewers to slip into the role of salespeople. After all, they want top talent to choose their organization, and the pressure to present an enticing picture is immense. The conference rooms are polished, the company culture is touted as unparalleled, and the perks are dangled like shiny bait. In the race to woo candidates, interviewers often forget that the purpose of the interview is to assess competence, not to charm.

In this seductive dance of selling, the uncomfortable reality is often overlooked: not everyone charmed by the presentation can perform the job. It’s easy to hire someone based on their enthusiasm for the company, their dazzling smile, or their impressive resume, only to discover later that they lack the essential skills and qualities needed for the role.

Interviewers need to rediscover their true mission – to identify individuals who can excel in the position, not merely be fans of the company. This requires a shift in focus from showcasing the organization to rigorous, competency-based evaluation. It means asking tough questions, probing for specific examples of past accomplishments, and delving into the nitty-gritty details of the job.

Asking the right questions is the key to uncovering a candidate’s potential. Instead of generalities, inquire about their approach to problem-solving, their resilience in the face of challenges, and their ability to collaborate with diverse teams. Don’t shy away from hypothetical scenarios that mirror real-world challenges they might encounter.

According to a survey by LinkedIn, 83% of talent professionals say that interviewing is their top hiring challenge. This highlights the need for a shift in interviewing priorities toward effective selection.

As Warren Buffett wisely stated, “Somebody once said that in looking for people to hire, you look for three qualities: integrity, intelligence, and energy. And if you don’t have the first, the other two will kill you.” This encapsulates the essence of selecting talent over selling the organization.

While candidates need to find an organization where they feel a good fit, it’s equally vital for interviewers to remember that they’re in the business of talent acquisition. Interviews should be about identifying those who can perform the job successfully, not just those who are charmed by the company. Break free from the allure of selling and refocus on the true purpose of the interview – building a high-performing team.

Uphold non negotiables

Oct 29, 2023

In the labyrinth of life, our values and principles are the guiding stars that keep us on course. These unwavering standards, often called non-negotiables, are the bedrock of our character and the foundation upon which we build our lives.

Imagine a ship without a rudder, adrift in a stormy sea. Without non-negotiables, we’re left vulnerable to the winds of circumstance, swaying to and fro with every passing trend or temptation. Non-negotiables are our moral compass, the constants that anchor us when everything else is in flux.

Non-negotiables define who we are and what we stand for. They embody our integrity, the measure of our character, and the litmus test of our choices. Upholding them is not a matter of convenience but a testament to our commitment to living a life in alignment with our core values.

Non-negotiables set boundaries in our relationships, both personal and professional. They create a framework of respect and trust, clarifying what we will and won’t accept. They serve as a shield against compromise and a shield against injustice.

Upholding non-negotiables is not always easy, but it’s essential. It’s about safeguarding our self-respect, maintaining our integrity, and nurturing the trust of those who depend on us. It’s a declaration that we refuse to compromise our principles for convenience or short-term gain.

In our society that sometimes blurs the lines between right and wrong, non-negotiables serve as beacons of moral clarity. They remind us of our values, purpose, and commitment to living a life of meaning and integrity.

Embrace our non-negotiables, for they are the compass that guides us through life’s challenges and uncertainties. They are the unwavering standards that define our character and illuminate our path. In upholding them, we not only honor ourselves but also inspire others to do the same, making the world a better place, one principled choice at a time.

No need to change it

Oct 28, 2023

There are some cultures and, even more so, organizations that feel this compelling need to demonstrate their uniqueness and originality through names and imagery.

Examples abound. Starbucks came late to bringing espresso coffee to the mass market. Yet, hardly pioneers in global terms but the rest is history. Yet espresso and its milky variants exist worldwide, and in many countries, the drink’s name is universal. A cappuccino is just that, a simple delight – standard size, a shot of espresso, a bit of milk, and topped with some bubbly goodness. It’s a universal language of coffee. Enter Starbucks, with variations of differing sizes, more milk than coffee, and whipped cream. It is not a cappuccino or coffee but rather a coffee-flavored milk drink.

Can we not rather be respectful of decades or century-old traditions and instead dedicate our attention to that which matters? The question is not one of coffee, but rather, where do we focus and express originality and care? Or we can instead opt to provide fodder to many a comedian and jokester.

Most of all, if they do choose to change it and defiantly stick with their false reality of what is meant to be, why would we permit it to alter our perceptions and our karma for something so immaterial? Don’t let it ruin your day, and it’s only a name.

Paul Rudd in Venti

When autopilot fails

Oct 27, 2023

In an increasingly automated world, the allure of autopilot is undeniable. Whether it’s the ease of self-driving cars or the comfort of habitual routines, autopilot can lull us into a false sense of security.

Self-driving technology has promised a future of safer and more efficient transportation. Yet, it’s not without its share of setbacks. Similarly to the ease and convenience of online shopping, we now deal with the increasing offshoots being identity theft and online security.

Many of us are guilty of going on autopilot during our morning and evening commutes. We navigate familiar routes with minimal conscious thought, our minds wandering elsewhere. This complacency can lead to accidents and missed opportunities. When we stop actively engaging with our surroundings, we become less aware and responsive to changing conditions on the road.

And this is not merely limited to driving. Autopilot extends beyond physical actions to our decision-making processes. How often do we make choices based on what we’ve always done rather than considering the unique circumstances of the present moment? Habitual decision-making can blind us to better options and stifle innovation. It’s a subtle yet significant danger of falling into the autopilot trap.

In the rush to accomplish tasks or “just get started,” we often neglect the power of thoughtful planning. As we dive headfirst into activities without a clear plan, we risk inefficiency, errors, and wasted effort. The absence of conscious decision-making in our approach can lead to suboptimal outcomes.

Albert Einstein wisely said, “The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking.”

Where automation and routine can offer comfort and convenience, we may want to remain vigilant. Can we resist the allure of autopilot and instead embrace conscious decision-making, thoughtful planning, and an active engagement with our surroundings? By cultivating a mindful and purposeful existence, we can avoid the perils of mindless automation.

One skill to shine

Oct 26, 2023

In our daily endeavors, where information overload is the norm, simplicity and clarity stand out. Effective communication is the key to connecting with your audience, but it doesn’t have to be complicated. It is also the one element that most organization employee surveys will say is lacking or that managers and leaders can improve on. Too long, too vague, too much, not enough.

Here are some tips to keep it short, sweet, and impactful:

Cut the fluff: Don’t beat around the bush. Get to the point. Eliminate unnecessary words and phrases that add no value.
Avoid redundancy: Repetition can be a communication killer. Say it once, say it well, and move on.
Know Your Audience: Tailor your message to your audience’s level of understanding. Avoid jargon or technical terms if they aren’t necessary.
Use visuals: A picture is worth a thousand words. When appropriate, use visuals like diagrams or infographics to convey complex ideas.
Organize your thoughts: A well-structured message is more straightforward to grasp. Use headings, bullet points, and lists to make your content digestible.
Edit, edit, edit: Don’t settle for your first draft. Review and revise your content to make it more concise and coherent.
Ask for feedback: Sometimes, a fresh pair of eyes can spot areas for improvement. Seek feedback from others to refine your message.
Practice active listening: Communication is a two-way street. Listen actively to your audience’s feedback and adjust your message accordingly.
Be mindful of tone: Your tone sets the mood for communication. Be respectful and empathetic in your interactions.
Stay open to new ideas: Don’t be afraid to explore unconventional ways of conveying your message. Embrace technology and innovative approaches.

Effective communication is about making your message accessible and memorable. Keep it simple, avoid redundancy, and watch your ideas resonate with your audience. We can each improve a little in the one element we do the most. Yet, it is the one that we rarely dedicate sufficient attention to. Take the time, and make the effort. Selfishly, you win, but others will be more appreciative.

Detriment in haste

Oct 25, 2023

The desire to be first, To want to get it done early. To be decisive.

And while we may see merits, how can it unravel and cause unreasonable and significant harm and even destruction?

Are we more taken by the desire to lead or be a front-runner than to be correct? If our decisions have no significance on anyone other than ourselves, feel free to be hasty and even reckless.

If we purport to be a ‘reliable source’ and one others should trust, we possibly need to reassess the principles and values that are of greater importance. Or else we merely give credence to those who label what we do as false, and with some validation. After all, if you fooled me once, what will my reaction be the next time you ask me to accept your lead?

Uncover the gems of humanity

Oct 24, 2023

People are like books waiting to be opened, their stories concealed within the pages of their lives. We often rush past without a second thought, too preoccupied with our tales to notice the narratives of those around us. But people are endlessly intriguing, and a few simple questions can unlock a treasure trove of experiences, emotions, and wisdom.

Questions are the keys to the vault of human experiences. They can turn a casual encounter or conversation into a profound exploration. It’s your morning coffee, the Uber ride, and surprise, surprise, the person in your office who you see each day and have no idea about them whatsoever.

It’s as simple as asking someone about their favorite childhood memory, and suddenly, you’re transported to a different time and place. Their eyes light up, and you find yourself immersed in the vivid details of their past adventures.

Often, we make assumptions about people based on their appearance or a brief encounter. If we dig a little deeper, we might unearth surprises that challenge our preconceived notions. That stern-looking librarian might turn out to be a passionate skydiver on the weekends, or the quiet neighbor might have a hidden talent for painting breathtaking landscapes.

Taking the time to ask questions is an act of learning, a chance to expand your horizons. With each story shared you gain a new perspective and a fresh insight into human existence. You begin to appreciate the diversity of experiences that make our world so vibrant and complex.

Moreover, asking questions is a bridge to connection. It invites someone to share a piece of their world with you. In return, you offer your presence, curiosity, and a moment of genuine connection that can brighten both days. The traveler from Ohio, the student from Oklahoma, two people from Florida with families all over the northeast, one from Mexico, the composer from Barcelona, via New York en route to New Orleans, and even more, all within one day and less than 15 minutes discussion. Fascinating.

So, next time you find yourself in a conversation, take a moment to pause and ask a simple question. It could be about their favorite book, a cherished travel memory, or even a childhood dream. The simplest one is, ‘Are you from here.’ Watch as the stories unfold, the smiles widen, and the connection deepens.

People are fascinating, and the world is more prosperous when we take the time to listen. Each question invites us to open our understanding of people, places, and experiences, broaden our horizons, and grow.

What makes you tick

Oct 23, 2023

A profound question often shapes our journey: “Do you engage in an activity for the sheer joy of it, or do you play with the unwavering determination to win?” This dilemma, as explored by George Stalk Jr., transcends boundaries, permeating both individual quests and organizational cultures and is fundamental to appreciating and understanding what is the motivation,

Playing to play: The Joy of the Journey

Playing to play is all about immersing oneself in the experience and savoring the journey itself. It’s like recapturing the childlike wonder we feel when deeply engrossed in something we love. For those who play to play, fulfillment comes from the process, not just the outcome. Every moment is cherished, and joy is found in the act of playing, regardless of the end result.

A genuine passion marks this approach for learning and self-improvement. Play-to-play individuals and organizations thirst for knowledge and personal growth. Challenges become opportunities for exploration and development. Collaboration takes center stage, with teamwork overshadowing individual achievements. They are naturally innovative, driven by curiosity, and unafraid to explore uncharted waters. Setbacks are seen as stepping stones, building resilience and adaptability.

Playing to win: The Pursuit of Victory

In contrast, playing to win is a strategic mindset, relentlessly chasing the ultimate goal – victory or, in the context of organizations, success. It’s about laser focus on achieving specific outcomes and an unwavering commitment to doing whatever it takes to secure victory. Those who play to win are highly competitive and results-driven.

Playing to win revolves around setting clear, measurable objectives and channeling every effort toward reaching them. Efficiency and optimization become the name of the game. Resources are allocated precisely, waste is minimized, and the path to victory is streamlined. Risks are calculated and embraced, but they must align with the overarching goal of winning. Data and performance metrics are scrutinized, driving decisions grounded in quantifiable evidence.

Distinguishing Features: Playing to Play vs. Playing to Win

The core difference between playing to play and playing to win boils down to mindset. Playing to play is driven by curiosity, passion, and a love for the journey while playing to win is fueled by ambition and an unrelenting pursuit of results.

Their approach to failure diverges significantly. Playing to play embraces failure as a natural part of the journey, an opportunity to learn and grow. On the other hand, playing to win sees failure as a roadblock to overcome at all costs.

Risk tolerance also varies. Playing to play often involves taking creative and unconventional risks, whereas playing to win centers on calculated, strategic risks that align with the goal of victory.

Moreover, there’s a temporal distinction. Playing to play usually adopts a long-term perspective, valuing the journey as much as the destination. Playing to win can be more short-term, focusing on immediate results.

Both approaches have merits, and their choice hinges on personal and organizational values. Striking the right balance between playing to play and playing to win can lead to a fulfilling and successful journey. All of one and not the other is debilitating as well. It’s not about one being superior to the other; it’s about aligning your approach with your goals and values to achieve greatness.

Race day

Oct 22, 2023

Like exam day, presentation day, race day, the day of reckoning and truth.

That day has passed. The outcomes we wish for are likely well cemented often weeks and months before. Race day is all about fine margins, and even that is unlikely to betray the prior efforts exerted,

While game day is fun and, in many ways, the test of what we have worked so hard towards, we should find ways to celebrate those small daily practice days and achievements that will likely dictate the success and possible recognition we deserve.

Paint, draw, write, run, cook, read, just a little more, and you will be closer to the pinnacle you desire.

Turning the pedal

Oct 21, 2023

In a world clamoring for attention, where the spectacular often steals the show, there exists a quiet beauty in the mundane. Picture this: a rider on their bicycle, pedals spinning in a rhythmic trance. It may seem ordinary, even monotonous, but within this repetitive act lies a profound lesson.

Our society glorifies the exceptional—the groundbreaking innovation, the viral sensation, the radical shift. But it’s the unglamorous, everyday pedaling that truly moves us forward. Much like cycling, life’s journey is an accumulation of monotonous motions. It’s about consistency, persistence, and the small steps that amass into significant progress.

In a quest for the extraordinary, we often overlook the power of monotony. It’s the daily routines, the habitual efforts, and the seemingly unremarkable tasks that, when harnessed, lead us to remarkable destinations. Just as a bicycle’s wheels rotate ceaselessly, these routines carry us to known and uncharted places.

Where we crave disruption, there’s wisdom in the relentless rhythm of consistency. It is the monotony that is the path to greatness. It’s not always about reinventing the wheel but appreciating the simple ride’s beauty.

It’s not personal, just business

Oct 20, 2023

In life, we often find ourselves face-to-face with rejection and failure. The sting of rejection can be sharp, whether it’s that promotion you didn’t get, the contract that slipped through your fingers, or even a personal relationship that didn’t work out. But here’s a perspective worth considering: it’s not personal; it’s just business, or life, doing its thing.

In a world filled with billions of people, each with unique preferences, it’s essential to remember that rejection is seldom a personal insult. More often than not, it’s merely someone else preferring something different from what you offer. Just like you have your tastes and inclinations, so do they.

Major organizations and brands exemplify this principle. Think of your favorite restaurant chain or the latest smartphone on the market. These entities cater to specific audiences, knowing they can’t be everything to everyone. While you might love that spicy chicken sandwich, someone else might prefer a veggie wrap. It’s not personal; it’s just different strokes for different folks.

Consider this quote from renowned author and motivational speaker Les Brown: “Someone’s rejection is not a reflection of your worth.” It’s a powerful reminder that our value isn’t determined by whether we’re accepted or rejected in a particular situation.

Now, let’s delve into some numbers. Research indicates that the acceptance rate for major decisions often hovers around 20-30%. Whether it’s a job application, a business proposal, or even a romantic endeavor, the odds of rejection are significant. However, this doesn’t mean you should be disheartened. It means that in a landscape of diverse preferences and choices, not every opportunity will align with your path.

So, the next time you face rejection, whether in your career or personal life, remember that it’s not personal. It merely reflects the intricate web of human choices and preferences. Instead of dwelling on the “no,” focus on what you can learn from the experience and the doors that may open.

In the wise words of Winston S. Churchill, “Success is not final, failure is not fatal: It is the courage to continue that counts.” Keep pushing forward, and remember that rejection is just a stepping stone on your journey to success.

Taking the longer view

Oct 19, 2023

Recency bias is a cognitive bias that plagues both individuals and organizations. It’s the tendency to give more weight to recent events or information while downplaying historical data. Recency bias can be particularly detrimental in the fast-paced business world, leading to shortsighted decisions and missed opportunities. Let’s explore how it can creep into organizations and what steps can be taken to mitigate its perils.

The Trap

In the corporate landscape, recency bias often sneaks in through several avenues:

Performance Reviews: When evaluating employee performance, managers may focus excessively on recent achievements or mistakes, neglecting a broader view of an employee’s contributions over time.
Financial Planning: Organizations can fall into the trap of allocating resources based on recent financial performance rather than considering long-term trends and strategic goals.
Product Development: A recent successful product launch might lead a company to prioritize similar projects, even if they don’t align with the overall strategy.

Mitigating Recency Bias

To steer clear of the perils of recency bias, organizations should take proactive steps:

Data-Driven Decision-Making: Encourage data-driven decision-making by analyzing historical performance metrics and trends alongside recent data.
Long-Term Planning: Develop and adhere to long-term strategic plans that guide decision-making beyond immediate successes or setbacks.
Diverse Perspectives: Foster a culture of inclusivity where different viewpoints are encouraged and considered. This can help balance the influence of recency bias.
Review Processes: Implement performance reviews that consider an employee’s entire body of work, not just recent achievements.
Scenario Analysis: When making critical decisions, conduct scenario analyses to explore potential outcomes under different circumstances, reducing the reliance on recent events.
Regular Check-Ins: Continuously evaluate and adjust strategies and decisions, not just when things go wrong but also when they’re going right.
Awareness Training: Train employees and leaders to recognize and address cognitive biases like recency bias.

Recency bias can blind organizations to valuable lessons from the past and lead to misguided decisions. By actively mitigating this bias through data-driven strategies, diverse perspectives, and a commitment to long-term planning, organizations can navigate the perils of recency bias and make more informed and balanced decisions.

The orchestra of leadership

Oct 18, 2023

Leadership often misconstrued as one person at the helm, orchestrating every detail and dictating every action. However, genuine leadership transcends this stereotype.

The most impactful leaders swiftly provide direction and a clear focus but step aside, allowing others to flourish. Authentic leadership begins when individuals collectively contribute, transcending the sum of their parts.

Leadership isn’t about an autocrat but a conductor guiding an orchestra. Each member brings their unique talents, creating a symphony of harmony and brilliance.

True leadership doesn’t control but empowers. Encourage creativity, foster collaboration, and witness the magic that unfolds when individuals work in concert.

Leadership isn’t a solo performance; it’s an ensemble, and every voice plays a vital role. Embrace this symphony, and you’ll witness the transformative power it wields.

Diving into emotions’ depths

Oct 17, 2023

We are on a rollercoaster of emotions, from highs to lows. Interestingly, while many are not necessarily of our choosing, they are often self-induced. Each emotion holds a unique narrative, a lesson waiting to be unraveled. Instead of shunning them, we may want to embrace these emotions as valuable guests.

Disappointment, for instance, is a passing cloud dimming the sun’s brilliance. But beneath its shadow lies a valuable truth – perhaps we set our expectations too high. Adjusting those expectations could rekindle the radiance within.

Then there’s frustration, akin to a puzzle with missing pieces. Delve into its origins, and you may find that you’ve overloaded your plate. Rearranging those pieces might reveal a clearer picture.

And anger, a fierce wave crashing upon the shore. Look deeper, and you might uncover feelings of injustice or entrapment. Redirecting that force towards positive action can reshape your emotional landscape.

Diving deep isn’t for the faint-hearted, but in the depths, we unveil treasures and beauty of coral reef-like magnificence we are unfamiliar with. Confronting our emotions with grace and curiosity makes us more resilient and deeply connected to ourselves.

Ponder:

How do you typically respond to these emotions?
In what ways do they steer your actions?
Are they tethered to your expectations?
Are those expectations realistic and compassionate?
Can you steer your reactions toward positivity?

And add a twist:

Could it be that sometimes, our negative feelings toward others are echoes of our unmet expectations?
Might we occasionally fall short of our aspirations?

Our emotions can reveal hidden messages. Embarking on a journey that at first may be scary is courageous and one that will enrich us while contributing to a more curious and kinder world.

Eat the frog

Oct 16, 2023

In the realm of productivity and time management, a timeless piece of wisdom aptly captures the essence of being proactive: “Eat a live frog every morning, and nothing worse will happen to you the rest of the day.” These words, attributed to the great Mark Twain, hold a profound truth about tackling tasks head-on and getting things done.

The metaphorical “frog” represents that one challenging, often procrastinated task on your to-do list. It’s the project you’d rather avoid, the daunting assignment, or the responsibility that requires extra effort. Mark Twain’s advice is simple yet powerful: start your day by tackling this challenging task.

Why It Works:

Eliminates Procrastination: Addressing the most challenging task first eliminates the urge to procrastinate. Once it’s done, the rest of your to-do list suddenly feels more manageable.
Boosts Confidence: Completing a difficult task early in the day gives you a sense of accomplishment and confidence that propels you forward.
Creates Momentum: “Eating the frog” sets a proactive tone for your day. You’re no longer reacting to demands but taking control of your priorities.
Reduces Stress: Procrastination leads to stress as deadlines loom. Addressing the most challenging task early alleviates this stress and promotes a sense of calm.

Practical Steps to “Eat the Frog”

Identify Your Frog: Each morning, pinpoint the task you’re tempted to postpone. It’s usually the one that nags at the back of your mind.
Set Clear Goals: Define clear objectives for the task. Knowing what you need to achieve makes it less overwhelming.
Break It Down: If the task is complex, break it into smaller, manageable steps. This makes it easier to tackle.
Dive In: Start working on the task as early as possible. Don’t wait for the “perfect” moment; it may never come.
Stay Focused: Minimize distractions and give your full attention to the task. Concentrated effort is key.

Mark Twain’s sage advice to “eat the frog” is a testament to the power of proactivity. By confronting your most challenging tasks head-on, you boost productivity and cultivate a sense of control and confidence. Each morning, make it a habit to tackle your “frog” first, and you’ll find that the rest of the day becomes more manageable and rewarding. Proactive productivity is the secret to achieving your goals and getting things done.

Confidence, the untapped skill

Oct 15, 2023

Confidence, that elusive trait that sets some apart, isn’t a secret potion reserved for a lucky few. It’s a skill you can cultivate.

Picture this: you’re on the edge of a cliff, dreams on the other side. Confidence resides in the leap into the unknown, even with racing hearts and sweaty palms.

Confidence is your hero’s journey. It starts with a step, a decision to embrace uncertainty. Failures are its building blocks.

Before you rode a bike, you stumbled. Confidence is similar. Begin with small goals, and celebrate every win, no matter how small. Each achievement fuels your confidence.

Confidence isn’t fearlessness; it’s bravery. It’s acknowledging fears but moving forward regardless.

“Confidence isn’t the absence of fear; it’s the determination to act despite it.” Step boldly into the unknown, embrace failures as stepping stones, and watch your confidence soar. You’ve got this.

Essential decompression

Oct 14, 2023

In the ocean’s depths, decompression is a lifeline for divers resurfacing from the mysterious world below. As nitrogen bubbles dissolve from their bloodstream, ascending too quickly could lead to the bends—an excruciating condition. Scientifically precise decompression tables are their guides, ensuring a safe return to the surface.

Much like divers, our lives demand decompression. The relentless pace, the constant demands, and the unending flow of information require us to resurface from our daily dives into work, responsibilities, and screens. In human existence, it’s not nitrogen saturation we must combat but stress, fatigue, and burnout.

Science tells us that decompression is not a luxury but a necessity. Our bodies and minds need time to recalibrate, to release the accumulated pressures of life’s depths. This isn’t idleness; it’s recovery and essential for our well-being.

Taking time off isn’t merely a pause; it’s a deliberate act of disconnection, allowing our bodies and minds to decompress, returning to their natural state. As divers trust their decompression tables, we must trust our inner wisdom—the intuition that says, “It’s time to resurface.”

In the words of author Anne Lamott, “Almost everything will work if you unplug it for a few minutes, including you.” So, unplug, decompress, and let your life’s bends dissolve into the depths, leaving you refreshed and ready for the surface once more.

Loving laundry

Oct 13, 2023

It could be laundry, a mountain of dishes in perpetual rotation, clothes scattered like confetti on the floor, or a collection of glasses and mugs left in the wake of a human tornado. Daily chores and sights may seem mundane and even tiresome at times.

Amidst the chaos of these seemingly never-ending tasks, there’s an often-overlooked beauty: they signify the presence of loved ones. That sink full of dishes might mean your kids are back home for the weekend, filling the house with stories, laughter, and chatter.

It’s easy to resent these chores, to wish they would disappear magically. Yet, they carry a message, a reminder that your life is rich with connections and relationships. It’s a subtle nudge reminding you of the importance of the people who share your space.

Sure, you might have problems at work that demand your attention, but consider this: without those challenges, would you indeed be necessary or merely an accessory to life’s grand production? The discomfort and displeasure often serve as a reminder of the privilege to appreciate.

Take a moment to embrace your chaos. Is it a reflection of the vibrant life you lead, full of love, connection, and the simple joys that make every moment worth it? After all, it’s in life’s messiness that we often find its most profound beauty and enjoy our everyday privilege.

Finding harmony in conflicting schedules

Oct 12, 2023

Two distinct schedules prevail in work: the manager’s and maker’s schedules. Each has its tempo, priorities, and challenges. Understanding these schedules can unlock productivity and harmony in the workplace.

The Manager’s Schedule

The manager’s schedule is regimented, divided into one-hour intervals, like a finely tuned symphony. It’s a schedule designed for command, where each hour may bring a different task or meeting. It’s about responsiveness, adaptability, and keeping the ship on course. This schedule is the comfort zone for many influential people who hold the reins.

The Maker’s Schedule

On the other hand, the maker’s schedule is more fluid, operating in units of at least half a day. Makers like programmers and writers need this extended time to dive deep into their creative processes. An hour here or there won’t cut it; they require substantial, uninterrupted time to do their best work.

The Clash of Schedules

The clash occurs when these two schedules intersect, often causing disruptions. Meetings on a maker’s schedule are not just interruptions; they change the entire work mode. A single meeting can rupture an otherwise productive day, resulting in decreased morale and lost productivity.

The Path to Harmony

Recognizing this divide is the first step toward harmony. Managers, accustomed to their hourly cadence, should understand the unique demands of makers. Makers, in turn, should acknowledge the necessity of some meetings in a manager’s world.

A Third Way: Explanation and Empathy

Let’s explain the differences rather than blindly accommodating one schedule or the other. We can find a balance when everyone comprehends the costs of crossing schedules. The goal is to respect each other’s time and productivity.

We can bridge the gap between these two schedules by fostering this understanding. We can minimize disruptions and maximize productivity. It’s not about one schedule being superior; it’s about finding common ground in our diverse work styles.

So, the next time you schedule a meeting, consider which schedule dominates your world. Are you a manager or a maker? Understanding the rhythms of work can lead to a more productive and empathetic workplace for all.

Credit to Paul Harmony

The perfect tool

Oct 11, 2023

In our relentless quest for excellence, we often pursue the perfect tool—a catalyst that can elevate our endeavors, simplify the complex, and steer us toward our dreams.

But what exactly is this elusive tool?

Here’s the resounding truth that data and science wholeheartedly endorse: the perfect tool isn’t an intricate gadget or a groundbreaking concept; it’s something far simpler and more profound. It’s the tool of consistency harnessed with unwavering intent.

No matter how extraordinary a tool may be, its potential lies dormant until we consistently apply it as intended. It’s not about more features or endless options; it’s about faithful, deliberate use.

You might possess the most remarkable tool ever conceived, but if it remains untouched, it’s akin to a masterpiece hidden in a locked room—brilliance unrealized.

So, as you navigate your journey toward greatness, remember that consistency is the most transformative tool at your disposal. It’s the beacon guiding you through the fog of uncertainty, the steadfast companion on your path to success.

Unlock the door to excellence, wield the tool of consistency, and watch your aspirations transform into reality.

The hero in growth

Oct 10, 2023

Think back to when your organization was starting. The energy was palpable, and every day felt like an adventure. Sure, there were hiccups and learning curves, but with consistency, perseverance, and good luck, you found your footing and made real progress.

During those early days, things were simple. You had a small team, and everyone knew the game plan. It was as easy as calling a quick meeting if a course correction was needed. But then, growth happened. More people joined the ranks, the workload multiplied, and suddenly, the person at the helm was drowning in a sea of responsibilities. What was once a straightforward path became a winding, confusing trail filled with interpretations and variations of how things should be done.

That’s when the hero of our story steps in – the process. It’s like the wise old sage that imparts clarity, sets the course, and ensures smooth handoffs. In the ever-expanding landscape of organizations, growth often comes with inflection points. Disruptions and setbacks can momentarily replace the steady climb. But here’s the magic: by investing in and fine-tuning your processes, you can minimize the potential for these issues.

You’re not left groping in the dark When challenges arise (as they inevitably will). You have a roadmap. You know what needs adjusting to get back on track. It’s not about being tied down by processes; it’s about having a reliable guide as you navigate the complexities of growth.

As Peter Drucker stated, “Efficiency is doing better than what is already being done.” Your processes are the secret sauce that can make this happen. Further, studies show that Companies with well-defined processes are not only 70% more likely to boost their revenue but also enjoy a 56% increase in profitability.

So, the next time someone tells you that processes are a hindrance, gently remind them that they are the backbone of progress. In the ever-evolving journey of organizational growth, the process isn’t just a factor; it is the compass that keeps you on course, no matter how vast the sea of opportunities and challenges may be.

Plain sailing: The WTM

Oct 9, 2023

Have you ever felt like your team is sailing in different directions? You always seem to be weathering storms rather than cruising along smoothly. It’s a common challenge for organizations. But fear not, there’s a superhero solution: the Weekly Team Meeting (WTM). This meeting isn’t just a gathering; it’s a compass that keeps your ship on course.

Picture this: Monday morning, the team gathers virtually or in-person to kick off the week. The WTM is like a well-orchestrated performance. Everyone’s in sync, contributing, and walking away with a spring in their step.

Why’s this meeting a game-changer? Let’s break it down:

Alignment: It’s like group yoga for your goals. The WTM huddles everyone around the same priorities. No more wandering off on tangents.
Priorities: What’s crucial? The WTM helps you separate the urgent from the essential—no more burnout on non-essentials.
Clarity: Imagine a clear sky after a storm. The WTM clears the fog, setting everyone on the same path with crystal-clear goals.
Solutions: Got issues? The WTM isn’t just about talk; it’s about action. It’s where problems meet their match and solutions take shape.
Accountability: Ownership comes knocking. The WTM isn’t just a chat; it’s a commitment. Who’s leading what? No more guessing.

A WTM is only as good as its execution. Structure, participation, and follow-through matter. Get it right, and you will soon find the wind in your sails and rapidly picking up momentum. Get it wrong and you remain bobbing about in an ocean of missed possibilities.

Comfort or solutions

Oct 8, 2023

A thread binds us all in our relationships – the need to share, vent, and be heard. It’s a universal desire to express our thoughts, joys, and struggles.

And there’s a small yet powerful step that can make all the difference – asking, “Do you want comfort or solutions?

It empowers them to guide the conversation. Choose comfort to listen and empathize; opt for solutions to collaborate. Strengthen your bond by respecting their choice.

The unseen beauty

Oct 7, 2023

Beauty is everywhere, always within reach. Within each person, situation, and gaze. Yet, it often escapes our notice because we keep our eyes and minds closed. It’s a choice to see it, and we unveil so much more in that choice.

“It’s not what you look at that matters, it’s what you see.” Hendry David Thoreau-Walden

Embrace the beauty, and in doing so, you become its creator.

Mind-blowing

Oct 6, 2023

In our lives, there are rare moments that defy our expectations and blow our minds. These extraordinary experiences often come in the form of technological innovations that reshape our perception of the world. It could have been the advent of personal computing in the 80s, the game-changing iPhone in 2007, or a visit to the mind-bending $2.3 billion Sphere in Las Vegas.

The Sphere in Las Vegas is more than just a venue; it’s a technological marvel that has revolutionized live experiences. It’s like stepping into the future, where sensory journeys redefine our understanding of entertainment. It’s a testament to what human ingenuity and technology can achieve when they converge to push the boundaries of what’s possible.

But mind-blowing experiences aren’t limited to the grand stages of Las Vegas. They can happen in our everyday lives, too. A simple service, a memorable meal, or a new process can fundamentally alter our perspective. Science constantly challenges the limits of what we once thought was impossible or unimaginable, and it does so daily.

In a world that evolves at breakneck speed, individuals and organizations that cling to the status quo are regressing. The truth is, if we’re not moving forward, we’re falling behind.

We often talk about innovation, but it’s not enough to discuss it. We must actively seek to create mind-blowing experiences. The question is, where will we be a year from now if we change nothing at all?

The power to create the unimaginable resides within each of us. Dreaming big, summoning the courage to chase those dreams, and possessing the unwavering conviction to turn them into reality.

We all have the potential for mind-blowing experiences within us. The real question is whether we will embrace the challenge and unleash that potential. In a world where the extraordinary is possible, the ability to create the unthinkable, is a matter of dreaming big, having the courage to try it, and having the tenacity to make it happen.

What happens in Vegas

Oct 5, 2023

In a society overflowing with information and personal revelations, we often find ourselves entrusted with sensitive and confidential details. When someone confides in us, they extend their trust and vulnerability, and it’s our responsibility to handle this trust with care. However, some believe they have the right to share these entrusted secrets with others, thinking they know better or have the autonomy to decide how to handle the information. This situation is a litmus test of our values and integrity.

Our choices are a reflection of who we are. Are we individuals of unwavering integrity, known for our trustworthiness and revered for keeping confidences, or do we risk becoming known for loose lips that betray the trust of others? It ultimately boils down to the values we uphold.

Perhaps there’s wisdom in adopting the “What happens in Vegas, stays in Vegas” rule as a guiding principle. This mantra encourages us to treat entrusted information with respect and confidentiality. Much like the famed city of Las Vegas, where secrets are kept locked away, we can choose to be the vault that safeguards the trust others have placed in us.

Those choices define us. When we honor trust, we become pillars of integrity, respect for our reliability, and unwavering loyalty. These choices mold the strength of our character, and it form a legacy that we leave for ourselves and those around us.

The next time someone confides in you, remember the Vegas rule. Strive to be the friend who can be trusted, the guardian of secrets, and the champion of integrity. Your choices will shape your identity and the trust and respect you earn in your relationships. After all, ask yourself if you want to be invited to Vegas the next time.

Boost your day, instantly

Oct 4, 2023

Meet Mo Salah, the superstar of Liverpool Football Club. Sure, he’s known for his incredible goals and dribbling skills, but what sets him apart? His infectious smile. Mo is practically the human embodiment of positivity on the field. Whether he’s scoring, celebrating with teammates, or even when things don’t go his way, that grin never fades.

Imagine it: the pressure of professional soccer, the expectations, and yet there he is, beaming. And it’s not just for show. Research shows that a smile can improve your mood even when the going gets tough. It might not fix everything, but it makes a difference – for you and those around you.

So, channel your inner Mo Salah next time you’re facing a rough day. Flash a smile, and you might find that challenges aren’t daunting. If emotions are the colors of our lives, why not paint with a smile? And they are infectious.

GQ Inages

To speak or not to speak

Oct 3, 2023

Opinions – we all have them. But have you ever paused to ponder whether your two cents are worth sharing? Picture this: your friend shows up with a new hairstyle, beaming with excitement. Is it your duty to voice your preference, or could a simple smile do the trick?

Think about it – daily, we encounter moments that trigger our reactions. But does every response deserve to be broadcasted? Before you unleash your thoughts, consider this: is your opinion truly welcome, and is it genuinely helpful?

Let’s face it: not every thought needs to be a public proclamation. Sometimes, a moment of connection or a quiet understanding can outweigh the need to speak up. So, next time you’re tempted to voice your viewpoint, remember that it’s not just about having an opinion but about when it truly matters.

Winning the race

Oct 2, 2023

Let’s talk about races – not just the sprinters and marathoners, but the everyday joggers who take small, consistent strides. We cheer for the superhuman feats of the marathon finishers, but let’s not overlook the quiet power of those who lace up daily.

The marathon, a 26-mile quest, impresses us with its sheer intensity. Yet, it’s the unassuming daily jogger, covering a humble 2 miles, who quietly notches up more than 52 miles, two marathons, in a month. That’s consistency in action.

While the marathoner conquers the distance in one heroic dash, the daily jogger deals with it daily. It’s not about the sprint; it’s about rhythm – the steady rhythm of discipline.

The marathoner, often chasing extremes, might stumble into injury or motivation burnout. Meanwhile, the daily jogger, consistent and steady, savors the simple joy of each run.

It’s tempting to admire intensity, but true victory is etched in consistency. The daily steps add up, leading to marathons achieved almost effortlessly. If you’re placing your bets, go for the consistency that takes you farther, step by step.

Full of expectation

Oct 1, 2023

Expectations – we weave them into the fabric of our lives. They are the threads that shape our narratives and mold our reality. Yet, have you ever paused to wonder how these expectations evolve and their role in our pursuit of happiness?

In the innocence of childhood, expectations are few and far between. We live in the moment, untouched by the weight of controlled thinking. However, as we journey through life, our mental landscape becomes populated with these elusive constructs. We attach expectations to achievements, relationships, and experiences, believing they hold the key to our fulfillment.

But here’s the twist: the very expectations we nurture can also be the breeding ground for disappointment. As we anticipate outcomes, our happiness becomes intertwined with their realization. It’s as if we hand over the remote control of our joy to the uncertain hands of circumstances.

What if we approached life willing to embrace things as they are, without the straitjacket of expectations? Imagine a state where disappointment couldn’t easily find its foothold. This isn’t about suppressing desires or living in denial. It’s about a shift in perspective, a deliberate move from tethering happiness to specific outcomes.

Eradication, not suppression, might be the answer. By eliminating the grip of expectations, we open ourselves to the infinite possibilities that exist beyond our preconceived notions. This isn’t a call to abandon goals or aspirations but rather an invitation to navigate with an open heart, unburdened by the weight of expectations.

The Expectation Paradox persists – a lifelong dance between the desire for control and the quest for liberation. As we stand at this crossroads, consider: are expectations truly serving you or holding you captive? Could embracing life as it comes to be the key to untethered joy?

It’s a question only you can answer. Pursuing freedom from expectations might be the most liberating journey of all.

Seeking guarantees

Sep 30, 2023

Life doesn’t come with guarantees. It’s far from simple. If you’re seeking assurances, be prepared for some disappointment. Expectations might falter, and assumptions might fail.

Yet, there’s one thing you can count on your unwavering dedication to your craft and a relentless pursuit of excellence. This is your surest path to guaranteed success. It’s not the predictable destination but the journey you invest in daily.

Let go of the search for easy guarantees. Embrace the unpredictable adventure and fuel your success with a relentless pursuit. After all, in a world of uncertainties, your dedication remains a steadfast constant.

Shifting business models

Sep 29, 2023

In our fast and competitive market, businesses need to be able to adapt quickly or they will be left behind. One way to do this is to make a business model shift.

A business model shift is a change in how a company does business. This can involve changing the products or services offered, the target market, the distribution channels, or the pricing strategy.

Business model shifts can be risky, but they can also be very rewarding. When done correctly, they can help a company to:

Stay ahead of the competition. Organizations can create new opportunities and differentiate themselves from competitors by changing how they do business.
Reach new markets. Companies can expand into new geographic areas or demographics by changing their target market.
Improve efficiency. By changing their operations, companies can reduce costs and improve profitability.
Increase innovation. By changing their business model, companies can create new products and services that meet the needs of their customers.

Netflix is an excellent example of a company that has successfully made a business model shift. The company started as a DVD-by-mail rental service. However, as streaming technology became more popular, Netflix shifted its business model to focus on streaming video. This move allowed Netflix to reach a wider audience and grow its business significantly.

Business model shifts are not easy, but they can be essential for survival in today’s competitive landscape. Companies that are willing to take risks and adapt to change will be the ones that thrive in the years to come.

The bill is due

Sep 28, 2023

It’s easy to mistake procrastination for prudence, especially when facing discomfort. We often opt for the status quo, deeming it “fine for now.” Think about the price we might pay later.

Take a car. A minor, unchecked noise becomes a significant issue, yet we adapt daily to the increasing disturbance and awareness of an issue. Similar to our health, a little ache is brushed aside until it becomes a real problem. We’ve all been there.

The same goes for personal growth and organizational progress. We know change is needed, but we hesitate to invest more. That slight hiccup a year ago? Left untouched, it snowballs into a crisis today. The same problem, a more significant cost to remedy.

Just like our health, we can choose. A bit of exercise now or a disciplined diet might be uncomfortable today, but it ensures a pain-free, fulfilling future. Likewise, investing in development today sets us up for a sustainable and thriving tomorrow.

The bill always comes due whether you’re ready to embrace some discomfort today for a brighter, more enduring future – personally and for your organization.

Measures of greatness

Sep 27, 2023

When we are hasty to label greatness, we may want to pause and ponder. The athlete is hailed as the GOAT—Greatest Of All Time—yet greatness extends beyond victories on the field. Is greatness a single dimension? Shouldn’t we measure greatness by the depth of our relationships, kindness, and impact on others?

Swooping titles simplify the complex tapestry of human potential. What about empathy, selflessness, and the countless unseen acts of kindness? These facets define true greatness, often overlooked in the race for labels. We may be quick to recognize an employee with a broad statement such as ‘they are amazing,’ when in fact, what they did well was a single project or task, and even they may struggle in many other facets.

Let’s be cautious of one-dimensional acclaim. The accurate measure of greatness encompasses our entire being. Instead of seeking a single crown, let’s strive to be excellent in life’s myriad roles. Because true greatness lies in the richness of our character and the countless ways we can uplift others.

Unleash creativity

Sep 26, 2023

“Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity.” – General George S. Patton.

Organizations often question their teams’ ingenuity level, yet, all too often, we look for spoon-feeding and the same approach we have always adopted since it was tried and tested. And while it may be the same and tried and tested, it may be dated and somewhat lacking in creativity.

Can we unexpectedly unlock untapped creativity and innovation by unveiling magic in ‘What,’ not ‘How?’

Your race, your pace

Sep 25, 2023

We’re all running in a different lane, yet sometimes we trip over our reasoning. We justify our slow pace or point fingers at those sprinting differently. But life isn’t always a one-person race; it’s a bustling track of challenges and choices.

Sure, they’re doing it differently, but does that make them ‘wrong’? It’s not a mere matter of being distinct. There’s a web of connections, invisible races we’re a part of, even if we don’t notice the starting gun.

Life’s full of hurdles. Do we face them head-on or spectate from the sidelines? And if we choose the former, what’s the finish line we aim for? Sometimes, the race isn’t about competing; it’s about participating. Sometimes, it’s about crafting our lane, not just keeping pace.

Here’s the kicker: the event’s in motion, whether in the race or on the sidelines. The question is, what role do you want to play? Do you want to dive into the current or watch it flow by?

Life isn’t a solo sprint; it’s a relay of challenges, possibilities, and choices. If you embrace the race, your pace is uniquely yours. To the wisdom of Seth Godin, “The race is not only against the others, but it’s also against the ‘not yet good enough’ version of yourself.”

The privacy flip

Sep 24, 2023

Once upon a time, in the land before Wi-Fi, we had diaries. These secret keepers held our innermost thoughts, like a medieval castle guarding a dragon’s stash. Back then, if someone even peeked at your diary, you’d imagine calling in the FBI.

But behold, the present day! We’ve ditched diaries for social media, where we shout our secrets from digital rooftops. “Just had a sandwich, feeling blessed.” Oh, how times have twerked.

Remember how we’d confess in hushed tones about crushes? Now we’re swiping right on a dating app while sipping tea – because of multitasking. Diaries would be baffled. “You’re sharing this stuff?!”

Privacy used to be our BFF. Now we’ve introduced it to its crazy party animal twin. “Meet Oversharing, folks!”

Raise a virtual toast – to the times when “Don’t read my diary!” has become “Why didn’t you like my post?” Diaries might be rolling their parchment eyes, but we’re laughing to the hashtag

The untold story

Sep 23, 2023

Life’s a report card.

Success, failure, strengths, weaknesses – we grade it all.

But here’s the question: Can we be as diligent with pluses as we are with minuses?

Is our scorecard genuinely balanced?

That of ourselves and even more with others.

Feedback that inspires

Sep 22, 2023

Warren Buffet’s wisdom resonates: “Praise specifically, criticize generally.”

In fostering growth, detailed appreciation ignites motivation. While broad critique may demoralize, targeted feedback empowers progress.

Uplift through precise encouragement and gently guide through broader support.

The expectations paradox

Sep 21, 2023

It’s a question only you can answer. Pursuing freedom from expectations might be the most liberating journey of all.

Desire for freedom

Sep 20, 2023

We crave it, and chase it, yet do we truly understand it?

In youth, it’s ‘freedom to’ – choices and dreams. With age, ‘freedom from’ – burdens and complications.

But is freedom a mirage? The very desires we chase might also be the ones we flee.

Escaping the Joneses shadow

Sep 19, 2023

Ah, the elusive pursuit of keeping up with the Joneses. The mirage of catching up, only to find the finish line moved by the ever-elusive Jones’ next move. It’s a game that never stops, yet we play it tirelessly.

In this race, we often fixate on what we lack – the missing puzzle pieces that seem to make the Joneses excel. We yearn for their resources, systems, and talents, convinced that these are the secrets to success.

What if we flipped the script? What if we capitalized on our own instead of chasing someone else’s strengths? Picture a sports team. The winning ones don’t mimic others; they optimize their strengths, forging a competitive edge.

Take basketball. The towering center doesn’t try to be the speedy point guard. No, they hone their unique skills – blocking shots and dominating the paint. That’s their differentiator, their advantage.

As Steve Jobs famously said, “Your time is limited; don’t waste it living someone else’s life.” It’s about embracing your strengths, your resources, your way. The Joneses can have their path; you’re forging your own.

The grass is greener where you water it. Nurture your talents and build your strategy around what sets you apart. This applies to individuals and many teams and organizations. That’s how you keep up and surge ahead – creating your race, leaving the Joneses in the dust of your uniqueness.

Rewrite the script

Sep 18, 2023

Ever faced a mountain-sized obstacle, only to be met with a resounding ‘No way’?

Tom Cruise’s stunt saga is a revealing tale. He pitched a heart-stopping stunt and met with a safety director’s adamant ‘No.’

Yet, guess who’s pulling off that very stunt in the movie? Cruise himself. How? They recast the safety director.

So, before you accept a dead end, maybe it’s time to recast the role of doubt.

Spectacles of beauty

Sep 17, 2023

What do you wear?

Choose to see the beauty around you,

And more beauty will reveal itself.

Not a thing but a living being, too.

Gone too far

Sep 16, 2023

Sometimes, we stand at the crossroads of being right or wrong. But strangely, that doesn’t matter.

Still, we push and push hard. Is it pride driving us or a shield against insecurity?

Though it might taste like victory today, tomorrow, it might seem bitter.

In our relentless pursuit, we can lose sight of the essentials, missing what truly matters, all for the sake of holding on too tight.

The phrase that kills change

Sep 15, 2023

One phrase stands out as the signal to suggest change is not forthcoming and be prepared to do a small dance with excuses and disappointment.

“I agree, but…” is the phrase that kills change. It’s the phrase that people use when they want to say yes, but they don’t mean it. It’s the phrase that people use to avoid committing.

And it’s prevalent when it comes to change that we need to make ourselves. When someone else needs to change, we’re usually more supportive. But when it comes to our change, we’re more likely to come up with reasons why it’s impossible.

So, next time you hear someone say, “I agree, but…”, ask them to finish the sentence. Ask them to explain why they agree with the concept but are unwilling to make the change. You might be surprised at what you hear.

The phrase “I agree, but…” can signify resistance to change. It can also signify a deeper issue, including a lack of trust or a fear of failure. If you’re hearing this phrase often, it might be time to dig deeper and figure out what’s happening. And there will be times when it is merely a signal that change is not welcome.

Soften the grip of attachment

Sep 14, 2023

We clutch onto relationships, possessions, and work roles as if they define us, yet ownership is often an illusion. In truth, we’re caretakers, stewards of a grand tapestry.

Acknowledging our role as facilitators and collaborators opens doors to collective success. Grasping too tightly isolates us, leaving an echoing silence when we need support.

This isn’t just about tangible things; it’s our beliefs, too. When we cling rigidly, creativity withers. Stagnation looms if we merely repeat the past.

Loosen our grip, embrace the flow of life’s currents, and be prepared for outstanding. As we unshackle from possessions and dogma, we liberate ourselves to co-create, evolve, and truly thrive.

As good as the tribe

Sep 13, 2023

“Surround yourself with the dreamers and the doers, the believers, and the thinkers, but most of all, surround yourself with those who see the greatness within you, even when you don’t see it yourself.” – Edmund Lee

Have you ever noticed that the people you spend time with tend to have a significant impact on you? If you hang out with many high achievers, you’re more likely to achieve great things yourself. And if you hang out with people who are always complaining and making excuses, you’re more likely to do the same.

Our reference groups influence our thinking, beliefs, and behaviors. They set the standards for what we think is possible and provide us with the motivation and support we need to achieve our goals.

Harvard’s insightful study unveils a fascinating truth: Our reference groups predict our success. Imagine joining a circle of high achievers – your performance elevates in response. Likewise, being in a less motivated group may hinder your progress.

The study’s authors, Michael J. Mauboussin and Rob Wiltbank, said, “The people we spend time with are like mirrors that reflect to us our possibilities.” They added, “If we want to change our lives, we need to change our reference groups.”

If you’re looking to achieve great things, it’s essential to surround yourself with high achievers. Find people who are passionate about their goals, constantly learning and growing, and always pushing themselves to improve. These are the people who will inspire you to reach your full potential.

But it’s also essential to know the power of hostile reference groups. If you spend time with people who are always complaining and making excuses, they will drag you down. They’re going to make you believe that you can’t achieve your goals, and they’re going to make it harder for you to succeed.

As you navigate your journey, consider your reference groups. Are they aligned with your aspirations? Do they challenge and inspire you? Seek environments where excellence is the norm and your potential finds wings.

For organizations, have a hard look at the people on your team. You will not have an ‘A’ team if you do not have A players. If you want success, you must change the reference group.

Success isn’t solitary; it’s a group activity. When we find success, be sure to remember the group and celebrate together. You are only as good as your tribe.

No control

Sep 11, 2023

You can drive sensibly in a downpour and see a car speeding towards you and respectfully move over to avoid them, or at least allow them through, and before you know it, you have been sideswiped, and in an instant, they speed away with no regret.

We can do all we want to be aware of others and anticipate potential issues and challenges, but inevitably something will happen out of our control.

While we can maintain our astute standards, inevitably, we must resign to a sense that we cannot dictate all outcomes, and inevitably, we need to accept some things will merely just be, but that does not suggest we alter our thresholds for soon enough there will be anarchy.

Enthusiasts and dabblers

Sep 11, 2023

Passion ignites the enthusiast’s path. They’re unmistakable, those individuals who immerse themselves with unrelenting fervor. You’ve seen them – the car enthusiast who polishes every crevice, the chef who crafts gastronomic poetry. Their pursuit is relentless, a quest for perfection that never fades.

Then, there’s the other camp – content with the mundane, seeking convenience over craftsmanship. The car wash is someone else’s chore, and dinner is a “throw-it-on-the-stove” affair. Practical? Sure. But it’s not the realm of enthusiasts.

This dynamic extends beyond hobbies; it’s woven into the work fabric. The enthusiast arrives early, driven by genuine care. Meanwhile, the clockwatcher’s eyes are glued to the hands, ticking away their time.

Sure, the clockwatcher gets the job done – competently. Yet, does it resonate with dedication? A passion for excellence? That’s where the enthusiast shines.

In a world of clockwatchers, let’s celebrate and nurture the enthusiasts. Their obsession can infectiously raise the bar, inspiring even the least inclined. Let’s embrace their contagious zeal and bask in the glow of their relentless pursuit of excellence.

Discovering peace

Sep 10, 2023

Life is hectic. It feels like there’s always something to do, worry about, and be stressed about. It’s easy to get overwhelmed and feel like we’re out of control.

But the truth is, we have more control than we think. We can choose to create calm and composure in our lives. We can prioritize our sanity and well-being. And we can shed the elements that lead to our sense of dissatisfaction.

It won’t be easy. It takes intentionality and a practice of mindfulness. But it’s worth it. When we find peace, we find joy. We find creativity. We find productivity. We find a connection.

So, how do we find peace?

Here are a few tips:

Take some time for yourself every day. This could mean meditating, reading, walking, or sitting silently.
Disconnect from technology. The constant stream of information and stimulation can be overwhelming. Give yourself some time each day to unplug and recharge.
Spend time in nature. Being in nature has been shown to reduce stress and improve mood.
Practice gratitude. Taking the time to appreciate the good things in your life can help you focus on the positive and let go of the negative.
Help others. Helping others is a great way to connect with your community and feel good about yourself.

Peace is not something that happens to us. It’s something we create. So start today by taking some steps to create peace in your life. You won’t regret it.

As Seth Godin says, “The only way to predict the future is to create it.” So, let’s work on creating the peace we want.

Reach for the stars

Sep 9, 2023

Why do we hold onto our aspirations even when we know they’re unrealistic? Is it because we’re afraid of failure? Or is it because we believe that if we keep dreaming, eventually, our dreams will come true?

Is it not a bit of both? We’re afraid of failure, but we also believe in the power of dreams. And who can blame us? Dreams are powerful things. They can motivate us, they can inspire us, and they can give us hope.

Even though we know our aspirations are unrealistic, we hold onto them anyway. Because even if they never come true, they still give us something to strive for.

Remember that you’re not alone next time you’re feeling down about your aspirations. We all have them, and they’re all unrealistic. But that doesn’t mean they’re not worth striving for.

After all, what’s the harm in dreaming, and how much brilliance and marvels result from just that?

Celebrate daily

Sep 8, 2023

Life’s path is far from a straight highway, more like a winding mountain road. It’s brimming with peaks of joy and valleys of disappointment. But here’s a question that warrants our attention: Why does our focus tilt toward the darker side? Why does adversity seem to overshadow our successes?

A cluster of factors propels us down this route. First up, our trusty companion: the negativity bias. This built-in feature draws attention to adverse experiences, a survival strategy deeply rooted in our evolutionary past. Our ancestors avoided peril by being vigilant to negativity and ensured their survival. They had to, it was a matter of life and death.

Enter the attentional filter, the second player in this drama. Imagine our consciousness as a limited-capacity browser. When negativity looms, those tabs clamoring our attention light up like neon billboards. Negative emotions, being more pronounced, tend to drown out the softer notes of positivity.

Lastly, let’s talk about rumination. It’s our propensity to revolve negative thoughts and emotions in our minds endlessly. Picture it as being caught in a hamster wheel of despair, where every spin takes you deeper into the abyss.

Let’s not dwell on the problems; let’s unearth solutions. How can we break free from negativity and start embracing life’s zigzags?

Challenge those gloomy thoughts. When a bleak notion clouds your judgment, interrogate its veracity. Is there an alternative viewpoint, one bathed in light rather than shadow?

Shift your gaze towards the positive. Make a conscious effort to illuminate the brighter facets of life—your relationships, health, and accomplishments—like a beacon cutting through the fog.

Embrace mindfulness. Think of it as a mental reset button. When negativity creeps in, focus on your breath or the sensations in your body. This practice tethers you to the present moment and weakens negativity’s grip.

Seek professional guidance. Don’t hesitate to enlist expert support. Coaches and therapists have the tools to help you confront negativity head-on and cultivate a more optimistic outlook.

In optimism, celebrating your successes emerges as a potent antidote to negativity. When you commend yourself, regardless of the scale of the victory, you’re affirming your capabilities. It’s like flipping the switch on a frown.

So, don’t hesitate to celebrate when you conquer an obstacle—a monumental triumph or a modest victory. Acknowledge your success, extend a metaphorical pat on your own back, or share your accomplishment with others. Celebrating success doesn’t mean dismissing failure; it’s a testament to your resilience and progress.

Life resembles a zigzagging journey along a mountain road; the experiences define the adventure. Cherish each moment, the peaks and valleys, and every twist and turn. Tomorrow offers a new dawn, guided by the light of your past successes. Here’s to celebrating the grand and the minute victories—the building blocks of a well-lived life.

No more sorries

Sep 7, 2023

Oh, the overused “sorry.” We toss it around like confetti, hoping it’ll fix anything. But let’s face it, is it doing any good? Not really. Sorry, but it’s time to rethink our apologies and break this endless cycle.

We say sorry for everything, even when we don’t mean it. It’s become a get-out-of-jail-free card for our daily blunders. But it’s messing up our relationships. Let’s be honest and give apologies a makeover. No more empty “sorries.” Let’s be genuine and explain why we’re sorry. Authenticity is the key to better connections and trust.

As Maya Angelou said, “Apologies don’t mean anything if you keep doing what you’re sorry for.” Let’s cut the crap and take responsibility. Embrace the irony – say sorry when you mean it, and let’s grow together. No more sorry excuses – let’s be better together.

Our stories matter

Sep 6, 2023

We all tell stories. We tell them to ourselves, to our friends, to our families, and to the world. The stories we tell shape how we see the world and how others see us. They can be powerful forces for good or evil.

So, what kind of stories do you want to tell?

Do you want to tell stories that are boring and mundane? Or do you want to tell stories that are exciting and memorable? Do you want to tell stories that are full of clichés and platitudes? Or do you want to tell stories that are original and thought-provoking?

The choice is yours.

The stories you tell matter. They matter to you, and they matter to the world. Take the time to tell good stories. Stories that will make people think, stories that will make people laugh, stories that will make people cry. Stories that will change the world.

As Seth Godin said, “The stories we tell ourselves become our reality.”

So, what are some everyday examples of the stories we tell?

When selling a product, you tell a story about its benefits and distinction. You’re painting a picture of how this product will make people’s lives better. You’re showing them how it’s different from the competition. You’re creating a narrative that will compel them to buy.

When applying for a new job or position, you tell a story about your skills and potential. You’re highlighting your accomplishments. You’re explaining why you’re the best person for the job. You’re creating a narrative that will convince the hiring manager to give you a shot.

Even in your work, how you present data and metrics tells a story. You’re not just giving numbers. You’re telling a story about the progress you’re making. You’re showing how your work is impacting the company. You’re creating a narrative to help you get the necessary resources to succeed.

What kind of stories are you sharing? Are they the stories you want to be telling? Are they the stories that will help you achieve your goals?

If not, then it’s time to start telling better stories. Start telling stories that are exciting and memorable. Stories that are original and thought-provoking. Stories that will make people think, laugh, and cry. Start telling stories that will change the world.

The stories we tell matter. They matter to us, and they matter to the world. Tell good stories.

Unlocking your best work

Sep 5, 2023

Being busy is often seen as a badge of honor in our society. But what if all of this busyness is making us less productive?

When we’re constantly running around, we don’t have time to focus on the things that matter. We’re constantly distracted and never able to get into a state of flow.

As a result, we’re not able to produce our best work. We’re not able to be creative. And we’re not able to achieve our goals.

So what’s the solution?

The solution is to stop trying to be so busy. Instead, focus on being more selfish and introspective. Take some time to think about your goals and priorities. And then, start spending your time on the things that will help you achieve those goals.

Productivity isn’t about being busy. It’s about being focused and efficient. It’s about working on the things that matter most and letting go of those that don’t.

So if you’re feeling overwhelmed and unproductive, it might be time to stop trying to be so productive. Instead, focus on being more selfish and introspective. Take some time to think about your goals and priorities. And then, start spending your time on the things that will help you achieve those goals.

Here are some tips for being more productive without being busy:

• Say no to things that aren’t important to you.

• Avoid getting involved in every meeting and discussion

• Carve out time for the things that matter most.

• Take some time to think about your goals and priorities.

• Start spending time on the things that will help you achieve those goals.

Being selfish and introspective isn’t easy. But it’s essential if we want to be productive. Let’s see how much more you can achieve.

Reality

Sep 4, 2023

What is it? We want the bliss, the progress, and all to be cheerful and sunny. We want to avoid the inevitable struggles, pain, and obstacles.

“When the deepest dark colors meet the brightest light, magic happens” Jackie Stewart, Formula 1 three times World Champion.

To appreciate the brightness, we need to accept the darkness. Therein, we can enjoy reality.

From armchairs to aviation

Sep 3, 2023

We’ve all been there. Marveling at the grace of airplanes taking off and landing, our eyes tracing their arcs across the sky. But does this admiration grant us a pilot’s license?

Likewise, just because we’ve flown across continents doesn’t turn us into seasoned aviators. Yet, in a curious twist, individuals often wield opinions with fervor, even on subjects where they lack knowledge or expertise.

Consider those fervent sports fans. The ones who’d love a shot at the field, but lack the skill, proficiency or tenacity to even attempt it. Then, beyond the physical exertion, how could they stomach the barrage of uninformed advice? The same they will dish out in liberal helpings.

It’s a curious dynamic. Opinions flow freely, but do they carry weight? Are we driven by a genuine desire to contribute or simply to be heard?

In a society of open expression, pause for a moment. Reflect on your seat in the cockpit of experience. Are you qualified to navigate this conversation? The sky of opinions may be vast, but not all clouds are worth chasing.

Powerful ripples of compassion

Sep 2, 2023

In the hustle and bustle of life, there’s a quiet strength that often goes unnoticed but holds immense power – compassion. It’s not just a soft sentiment; it’s a force that can uplift, heal, and connect us all.

As the Dalai Lama once shared, “Compassion is not religious business, it is human business, it is not luxury, it is essential for our own peace and mental stability, it is essential for human survival.”

Picture the impact of a kind word, a helping hand, or a shared moment of empathy. Each instance is like a stone dropped into a pond, creating ripples that spread far and wide.

In our busy lives, it’s easy to forget our power to make a difference in someone else’s day. From offering a comforting shoulder to a friend in need to showing patience to a stranger, these small acts of compassion have a lasting impact. Compassion is not a sign of softness and weakness but instead one of courage.

Here’s the beauty: Compassion isn’t just about changing others’ lives. It changes us, too. It reminds us of our shared human experience, vulnerabilities, and strengths. It connects us in ways that transcend differences.

As Seth Godin said, “It’s easy to get what you want by helping people get what they want.” Let’s slow down and make room for empathy, not only for people but for our planet, too.

2+2=5

Sep 1, 2023

The actor Keanu Reeves is known for his laid-back attitude and ability to see life’s humor. In one interview, he was asked about his philosophy on arguing. He said, “Life is too precious to argue with another person over trivial or in some instances, factual matters. Some would like an argument regardless of their position. But, then, for you, to what gain? As I say, ‘Yes, 2+2=5. I agree. And have a good day.’ Enjoy that debate, discussion, argument, or whatever you choose. But then do it all without me.”

Reeves reminds us that we should not waste our time arguing with people unwilling to listen if someone is determined to believe distortions, falsities, and mischief, then there is no point in convincing them otherwise. It is better to agree to disagree and move on.

Of course, there are times when it is essential to stand up for what we believe in. But we should also be selective about the battles we choose to fight. If an argument is not worth our time or energy, it is best to walk away.

Reeves also reminds us that we should not take life too seriously. Sometimes, it is more fun to agree with someone, even if we don’t mean it. After all, what’s the point of arguing if it won’t get us anywhere?

A seat at the table

Aug 31, 2023

We may think that the value of a meeting is the meeting itself. Yet, when we carefully assess what works, what is a point of contention, and the cause of meeting fatigue, it is an element that occurs outside the meeting.

If we fail to plan a meeting, why meet at all? And if we fail to assess the value of people’s time carefully, we do not value our people. The real value gained within any meeting is the deliberate actions that occur before and after the meeting. Critical to that decision is to develop a process of deciding on who should attend and participate in meetings:

Who Participates in Meetings: 10 Factors to Consider

1. Identify the meeting’s objectives and develop a rough outline of what needs to be discussed or done to accomplish them. This will help you create the meeting agenda

2. Forward your agenda to people who need to be there, such as your vice president or business partner, and ask them to refine it. Once the agenda is finalized, work with your leadership team to create a list of attendees

3. Think about who you need to reach the desired outcome of the meeting. It might be decision-makers, senior members of staff, innovators, or technical team members. If you have a clear goal, you should be able to figure out all the finer details of your meeting, including your list of attendees

4. Before announcing a meeting, consider the attendees carefully. If you plan to cover policies, procedures, or human resources issues that affect every staff member, you can consider inviting everyone. In other cases, however, you may want to be more selective. Meetings can be more cost-effective with fewer attendees, but larger meetings that include key decision-makers may end up more cost-effective in the long term

5. Select a reasonable start and end time to design an effective meeting. Choose a convenient time for the largest audience possible. Consider what you want to accomplish and how long it will take to achieve it, considering the desired input from the selected attendees

6. Prepare for the session to keep meeting participants focused. Consider the time of day, attendees, and the meeting’s sequence. Plan time for a brief introduction to provide context and for a discussion of the next steps at the end. Decide how much time to devote to each item and what order makes sense. The longer your meeting, the harder it will be for people to remain focused, so it’s wise to underestimate how much your group can cover in the allotted time

7. Empower employees to decline meetings when they do not need to attend. Consider offering only a few choices. If there aren’t many ideas to choose between, decisions happen faster

8. Use tools of engagement to spark your attendees’ commentary. Organize your meetings to accommodate the hybrid workforce. Plan to negotiate so people join in on the back and forth during team meetings. Drive to the final decision or outcome smoothly so meeting participants are on board

9. Verify that attendees understand the roles assigned to them and the purpose of the meeting. Send any reports, pre-reading, or requests for materials that may require preparation from participants. Check-in with people who haven’t responded to your invitation or who need to be in the room to have a productive meeting

10. After the meeting, evaluate its effectiveness and make changes as necessary to improve future meetings

Meetings are neither a popularity contest nor a way to fill up individual calendars. Instead, they are about making decisions and achieving specific outcomes. Being clear on who must attend is far more critical than allowing those who want to attend and those who should attend to be a part. If we want to be high-performing, alter the one element that saps any organization’s energy and finite resources: Time.

Those who matter. Not the masses

Aug 30, 2023

So, it was your work anniversary, birthday, or some other momentous occasion. You were expecting a flood of congratulations and well wishes. But instead, you got… crickets.

Two people reached out and said hi. That’s it. Two out of 8 billion people.

You start to feel forgotten. Like you don’t matter. Like you’re just a nobody.

But then you realize, who cares?

It’s not about the number of people who remember your special day. It’s about the few who do.

Those are the people who matter. Those are the people who care about you.

So don’t be sad if the masses forget you. Be happy that you’re remembered by the few who matter.

Maintaining standards

Aug 29, 2023

We all have standards. They’re the bar we set for ourselves, and they’re what help us achieve our goals. But what happens when our standards start to slip?

It’s easy to let our standards slip when we’re tired or stressed or feel beaten down by others who do not exhibit our standards and feel a need to reduce them. We might start to cut corners or give up altogether. Success requires us to maintain our standards.

As the performance expert, Dr. Julie Gruner says, “Standards are the foundation of success.” They give us the confidence to take risks and persevere in the face of challenges.

So, how do we maintain our standards? Here are a few tips:

• Be clear about your standards. What are the things that are most important to you? What are the things that you’re willing to compromise on?

• Set realistic goals. You’re more likely to give up if your goals are too ambitious. Start with small goals you know you can achieve, then gradually increase the challenge.

• Be accountable. Tell someone else about your standards, and ask them to help you stay on track.

• Celebrate your successes. When you reach a goal, take some time to celebrate your success. This will help you stay motivated and keep moving forward.

As a leader, we are required to set standards and maintain them. Any great sportsperson will come into a team and make their teammates better. It is because of their exacting standards that they can elevate others. And soon, those who do not subscribe to those standards will either leave or may need to leave.

Maintaining our standards is not always easy, but it’s essential if we want to be successful. Standards are the foundation of success. They give us the confidence to take risks and persevere in the face of challenges.

After all, when we lower our standards, we lower our self-esteem.

Prioritize customer satisfaction

Aug 28, 2023

In the vast business landscape, one truth reigns supreme: Customers are the lifeblood of our success. We dedicate our resources, time, and energy to serving their needs. But let’s pause for a moment and ask ourselves, are we genuinely putting customers at the center of everything we do?

Statistics reveal a striking contrast between those who genuinely prioritize customers and those who merely pay lip service to the concept. Organizations focusing on customer-centric practices outperform their competitors by a staggering 60%. They experience higher customer satisfaction rates, increased customer loyalty, and greater profitability. These trailblazers understand that happy customers are the driving force behind their success.

What sets these customer-centric champions apart? They go beyond mere words and take specific actions, prioritizing the customer experience. These organizations invest in deep customer understanding through extensive market research and feedback mechanisms. They actively listen to their customers, seeking their input on product development, service improvements, and overall experience.

Customer-centric champions are known for their personalized approach. They create tailored experiences that resonate with their target audience, treating each customer as an individual with unique needs and preferences. From personalized recommendations to customized interactions, they make customers feel seen, heard, and valued.

We are often amazed at how simply Amazon appears to achieve excellent personal service. Amazon, renowned for its customer-centric approach, embodies this principle with its obsession with providing a seamless buying experience. The company continually raises the bar by anticipating customer needs, offering personalized recommendations, and delivering exceptional service.

For-profit businesses are not the only ones who can embrace a customer-centric mindset. Even not-for-profit organizations can benefit from this approach. However, there is a common misconception among some not-for-profits thinking that their focus on helping others automatically makes them customer-centric. This assumption can lead to complacency and a lack of attention to the experience they provide to their beneficiaries or donors.

One shining example of a not-for-profit organization that truly prioritizes success through customer-centric practices is Charity: Water. They are dedicated to bringing clean and safe drinking water to people in need worldwide. Despite their charitable mission, they recognize the importance of delivering a remarkable experience to their donors. They provide transparent reporting, engaging storytelling, and updates on the impact donors’ contributions have made. By treating their donors as valued customers, they have built a loyal and passionate community that continues to support their cause.

Shep Hyken, a renowned customer service expert, said, “Customer service is not a department. It’s everyone’s job.” Customer-centric organizations understand that delivering exceptional customer experiences requires a company-wide commitment.

So, where do you stand? Are you part of the customer-centric revolution or merely paying lip service? What do your practices suggest? Where is your customer data? Are you genuinely putting the customer at the center of every decision and interaction? Are you actively seeking ways to improve their experience and exceed their expectations?

Invest in understanding your customers, personalizing their experiences, and making customer satisfaction a top priority. Organizational success hinges on the satisfaction of your customers. Make them the driving force behind everything you do, and watch your organization flourish.

A shift from negative to positive

Aug 27, 2023

There is a surefire way to shift the opposing perspectives and assumptions.

Time!

How often don’t we shift our mindsets given a little time?

Stop, step back, and it will be good.

Family first

Aug 26, 2023

You’re juggling work, chasing success, and trying to make ends meet. It can be overwhelming, right? Amidst the hustle and bustle, don’t forget the real treasure in life—your family.

Let’s talk priorities. Sure, money and personal achievements matter, but they can’t compare to the joy and fulfillment that family brings. The research backs it up, too!

Studies have shown that people who prioritize their families are happier and more satisfied with life. Those moments spent with loved ones truly warm our hearts and create unforgettable memories. So, why not make family the beating heart of your happiness?

Here’s the beautiful part: when you put family first, everything else falls into place. Having a strong support system at home can give you the confidence and strength to tackle challenges at work. It’s like having a cheerleading squad by your side, pushing you to reach new heights.

As Maya Angelou once said, “Family isn’t always blood; it’s the people in your life who want you in theirs.” So, whether it’s your blood relatives or the friends who feel like family, embrace those connections and let them guide your choices.

Your family is your haven, laughter therapy, and source of unconditional love. Make time for them, show up when it counts, and watch as your personal and professional life flourish. Prioritize family, and you’ll unlock a world of warmth, happiness, and endless blessings.

Picture your family as a gentle breeze, softly guiding you through the meandering paths of existence. Like a compass pointing true north, they provide direction and solace amidst the uncertainties of life’s labyrinth. Their presence is a sanctuary where your heart finds respite and understanding.

Just as a magnificent tapestry is woven thread by thread, the ties that bind families together are crafted through shared experiences, laughter, and tears. They are the vibrant colors that paint the portrait of your journey, etching memories upon the canvas of your soul.

In this great symphony of life, family acts as a harmonious orchestra, each member playing a unique note that adds depth and richness to the melody. Their support and love provide the steady rhythm that carries you through the ebbs and flows, resonating with the song of your spirit.

As Rumi once whispered, “Family means putting your arms around each other and being there.” Through this embrace, we find strength, comfort, and the courage to navigate life’s labyrinth.

So, let us tread these winding paths with gratitude and reverence, for it is within the embrace of family that we discover our true selves. As we unveil the secrets of their whispers, we unlock the door to happiness, contentment, and the profound magic within our souls’ interconnectedness.

A matter of style

Aug 25, 2023

We all have a style. It’s the way we dress, the way we talk, the way we move. And our style matters. It’s not just about how we look but how we feel.

The author Steven Kotler says, “Style is more than just a way of dressing. It’s a way of life.” Our style reflects our values, our personality, and our attitude. It’s the way we show up in the world. We show each day and show our style in our work, attitude, and behaviors.

So, what does it mean to have style? It means being authentic. It means being yourself, even when it’s hard. It means being comfortable in your skin.

It also means being creative and finding your unique way of expressing yourself. It means not being afraid to stand out from the crowd.

Our style defines us and is our branding. Style is a choice, and it is personal as well.

In the office matters

Aug 24, 2023

In today’s digital age, remote work has become more prevalent, offering flexibility and convenience. This was further amplified during the pandemic. However, being together holds immense value for organizations that prioritize their people (all organizations should if they want to be sustainable and prosper) and aim to cultivate a thriving culture. There are many reasons why total remote work may not always be conducive to building a strong organizational culture.

Physical separation can inadvertently create hierarchies within teams. When individuals are physically isolated, communication channels may become limited, leading to information gaps and a lack of transparency, and meetings are set up by the leader and cascade down. Face-to-face interactions provide open dialogue, collaboration, and the free exchange of ideas, which is essential for fostering a sense of equality and shared purpose.

Building a strong culture relies on human connection. Shared experiences, social interactions, and spontaneous moments in an office contribute to the fabric of a vibrant culture. These connections are more challenging to establish and nurture in a remote work environment, where virtual meetings and digital interactions often lack the same depth and richness.

Team creativity thrives when people come together, bouncing ideas off one another and leveraging their diverse perspectives. In a remote work setup, the absence of in-person brainstorming sessions and informal chats can stifle creativity and limit the generation of innovative ideas. All sense of spontaneity is lost.

Lastly, individual growth can be hindered without the opportunity for regular in-person mentorship, coaching, and direct feedback. Face-to-face interactions allow for deeper connections, fostering trust and providing a personal and professional development platform. Remote work may limit the ability of individuals to receive real-time guidance and support, potentially impacting their growth trajectory.

While remote work has benefits, organizations prioritizing building a solid culture must strike a balance. Combining in-person interactions with flexible work arrangements can create an environment that embraces the best of both worlds.

In the words of Margaret Mead, “Never doubt that a small group of thoughtful, committed people can change the world. Indeed, it is the only thing that ever has.” Organizations can build a vibrant environment that empowers their people and drives success by prioritizing opportunities for face-to-face collaboration, encouraging meaningful connections, and providing avenues for personal and professional development.

Even the leaders in remorse networking, Zoom, have since mandated that their people spend a few days a week in the office.

Meetings: The bane of work

Aug 23, 2023

Meetings. They’re a necessary evil, right? Or are they?

According to a recent study by the Harvard Business Review, the average employee spends 23 hours per week in meetings. That’s nearly three full days of work! And it’s not just the time that’s the problem. Meetings are often unproductive and inefficient. They can be a breeding ground for distractions, side conversations, and endless debate.

So what’s the solution? Do we give up on meetings altogether?

Not necessarily. Meetings can be a valuable tool for collaboration, decision-making, and problem-solving, but they need to be used effectively.

Here are a few tips for making meetings more productive:

Only schedule meetings when they’re necessary. Do it if you can communicate the same information in an email or document.
Start and end on time. This shows respect for everyone’s time.
Have a clear agenda and stick to it. This will help keep the meeting on track.
Encourage participation from everyone. Don’t let one or two people dominate the discussion.
Be respectful of everyone’s time. Don’t let the meeting drag on.
Follow up after the meeting to ensure everyone is on the same page.

If we follow these tips, we can make meetings more productive and less of a nuisance. But even if we do everything right, there will still be times when meetings are a waste of time.

As the management guru Seth Godin said, “Meetings are the enemy of productivity.” He’s right. Meetings can be a significant drain on our time and energy. But if we’re smart about how we use them, they can also be a valuable tool for getting things done.

Meetings can be a pain, but they don’t have to be. Make some small but significant changes for more productive meetings.

The royalty in loyalty

Aug 22, 2023

Imagine an employee who hasn’t missed a single workday in 27 years. That’s Kevin Ford, a Burger King employee at McCarran International Airport in Las Vegas. His story reflects more than just a commitment to work; it’s a lesson in recognizing and celebrating loyalty.

Kevin’s fellow workers gifted him a small “goodie bag” as a nod to his remarkable achievement. A TikTok video showcasing this heartfelt gesture went viral. Inspired by the positive vibes, his daughter started a GoFundMe campaign that has now raised over $400,000. All of this went unnoticed by the organization and employers until the story was viral. Kevin’s story highlights a few crucial insights for organizations.

First, be proactive in acknowledging milestones. Track your employees’ start dates, celebrate their anniversaries, and make them feel valued. Second, set clear expectations. Let your employees know that their dedication will be rewarded and celebrated. Lastly, share these achievements with peers and the world—with permission. Appreciating your employees boosts their morale and enhances your brand’s image.

This tale isn’t just about Kevin; it’s a reminder that in a world where perceptions matter, valuing your employees is key. It’s a testament to both a great employee and an excellent reputation standing the test of 27 years.

Celebrate loyalty, and the rewards will follow.

Passion over smarts

Aug 21, 2023

In organizational success, there’s a common misconception that greatness is solely a product of smart individuals with impressive credentials. Organizations complain that they are unsuccessful because of the caliber of the people. But let’s pause and reconsider.

Have you ever dined at a bustling restaurant where the food is divine, the service unforgettable, and the kitchen isn’t filled with culinary school graduates or people adorned with prestigious titles? It’s a curious phenomenon.

And then there is Luca Lancaster. The team there are masters at creating a memorable dining experience. They have clever folks on board, but their unwavering passion sets them apart. Their hearts beat to the rhythm of service, their souls pour into every plate, and their desire to deliver excellence transcends any measure of intelligence.

Passion is the secret ingredient that elevates ordinary experiences to extraordinary moments. The fire within fuels dedication and a genuine love for what one does. When passion infuses every action, customers feel it. They sense the commitment, the authenticity, and the desire to make a difference. It’s an intangible magic that can’t be replicated by mere intelligence.

Do not be fooled by the illusion that brilliance alone guarantees success. While intelligence has its merits, it is a passion that truly propels us forward. It is the driving force behind remarkable accomplishments and the catalyst for lasting impact and success.

In a world where brilliant minds abound, passion distinguishes us. Now that is smart.

Labels are lazy

Aug 20, 2023

We live in a world of labels. We label everything from products to people. But labels are lazy. They’re a way of simplifying the world around us, and they often do more harm than good.

When we label someone, we assume who they are and how they’ll behave. But people are complex creatures, and we can’t always predict how they’ll act.

For example, let’s say you label someone as “lazy.” This label might lead you to expect that they won’t put in much effort. But what if they’re going through a tough time? What if they’re dealing with a personal issue making it difficult to focus?

Labels can also be harmful because they can limit our expectations of people. If we label someone as “creative,” we might expect them to develop new ideas continually. But what if they’re not feeling creative right now? What if they need some time to recharge?

So what’s the solution? Simple. Stop labeling people. Instead, focus on the individual. Pay attention to their behavior and their actions. Don’t make assumptions about who they are or how they’ll behave.

As Seth Godin said, “Labels are lazy. They’re a way of simplifying the world around us, but they often do more harm than good.” So let’s all start being more mindful of the labels we use. Let’s stop making assumptions about people and start seeing them for who they really are.

Eliminating bloat

Aug 19, 2023

Imagine that feeling when you’ve indulged a little too much and find yourself bloated and uncomfortable. Nothing you do or take seems to help. Well, that’s not just a physical sensation—it can also apply to our everyday lives. We often fill them with excess, thinking it will improve things, but it only adds to the bloat.

Let’s take the quest for better health as an example. We buy countless supplements, sign up for trendy programs, and stock up on fancy health potions and foods, hoping they’ll solve our problems. Yet, the real solution lies in the basics: regular exercise, good sleep, wholesome foods, and a touch of meditation and nature.

We’re too quick to seek external fixes instead of looking within ourselves. But what if we shifted our focus from more to less? How can we simplify our lives to feel good and find happiness indeed? It starts with identifying the essentials and giving ourselves what we truly need.

So, pause momentarily and ask yourself: Do you know what you need? Are you giving it to yourself? Before jumping to the next fix, have you fully embraced the last one? By focusing on less, we can pave the way for exceptional results. After all, without a solid foundation, how can greatness shine through?

So, let’s shed the excess, embrace simplicity, and discover the remarkable beauty of living a bloat-free life. It’s time to let go of what doesn’t serve us and find joy in the essentials.

Owning shared goals

Aug 18, 2023

In pursuing success, it’s crucial to recognize the significance of inclusive decision-making. When we involve others in the process, we go beyond individual goals and tap into the collective wisdom of our team. We can create a culture of accountability and ownership by empowering others and fostering collaboration. Explore why inclusive decision-making is essential and how it drives remarkable results.

Leaders who embrace inclusive decision-making understand that diverse perspectives bring fresh insights and innovative ideas. By actively seeking input from team members, we harness the collective intelligence that propels us forward. We challenge assumptions, refine strategies, and make better decisions through open dialogue and healthy debate. Inclusive decision-making leads to well-rounded outcomes that consider a range of perspectives.

Alignment is a crucial outcome of inclusive decision-making. When everyone has a voice and feels valued, we foster a sense of collective ownership. By involving team members in the decision-making process, we ensure that goals are not imposed but collectively agreed upon. This shared vision inspires more significant commitment, motivation, and accountability, driving us closer to success.

We must be mindful of the impact of last-minute changes on inclusive decision-making. While agility is essential, sudden shifts can undermine the trust and engagement we have built. By maintaining transparency and consistency, we uphold the integrity of the decision-making process. When individuals feel their input is valued and respected, they are more likely to embrace the challenge and take ownership of the goals.

The benefits of inclusive decision-making are supported by research showing that organizations prioritizing inclusivity experience higher employee engagement, increased creativity, and enhanced problem-solving capabilities. By leveraging our team’s diverse talents and perspectives, we unlock their full potential and achieve remarkable outcomes.

As leaders, it’s our responsibility to create an environment where inclusivity thrives. We must actively seek input, encourage collaboration, and value every team member’s contribution. By doing so, we empower individuals, foster a culture of accountability, and drive collective success.

In the words of Helen Keller, “Alone, we can do so little; together, we can do so much.” Let’s embrace the power of inclusive decision-making to unleash the collective potential within our teams. By valuing diverse perspectives and involving others in the decision-making process, we create a culture where goals are accomplished individually and as a united force.

So, as leaders, let’s take confident strides toward inclusivity. Let’s harness the strength of our team, encourage open communication, and make decisions that reflect collective wisdom. Together, we can achieve remarkable outcomes, foster a sense of ownership, and shape a successful future.

Whose success?

Aug 17, 2023

When evaluating the performance of individuals, we must pause and ponder. Is their success solely a reflection of their capabilities, or does it stem from their organization’s nurturing environment and support? And here’s the thought-provoking question: if they excel, who takes the credit? But who accepts responsibility when they fall short?

Perhaps we should consider that individuals often don’t fail because of their inherent shortcomings but rather due to unclear goals, unmet expectations, or a lack of support and development. Could it be that the fault lies not with “them” but with actions within the organization?

Let’s challenge ourselves to create a culture of clarity, support, and ongoing development. By investing in our people, setting clear expectations, and providing the necessary resources, we empower them to reach new heights of success. In doing so, we can unlock their full potential and cultivate a thriving environment where everyone can flourish.

Can we shift our perspective and ask: Whose success is it? Embrace a culture that fosters growth, supports development, and shares in the triumphs of each individual. Together, teams rewrite the narrative and redefine what it means to succeed.

Empowering middle managers

Aug 16, 2023

In the intricate tapestry of organizational dynamics, a group of unsung heroes is quietly weaving the threads of success—middle managers. Warren Bennis remarked, “The manager accepts the status quo; the leader challenges it.” Middle managers embody this delicate balance between stability and innovation, bridging the gap between top-level executives and front-line employees.

Recent polls reveal that 89% of employees believe middle managers are crucial to job satisfaction and engagement. These individuals foster communication, collaboration, and cohesive teamwork across various levels of the organization. Effective middle management leads to a 47% higher employee retention rate and a 20% productivity increase, highlighting their impactful contributions.

Middle managers possess a deep knowledge cultivated through experiences within the organization. Their understanding of team dynamics, operational intricacies, and the pulse of the workforce enables them to identify challenges, seize opportunities, and drive meaningful change. By harnessing their expertise, organizations tap into a rich reservoir of untapped potential.

Organizations must provide robust support, resources, and professional development to elevate middle management. By nurturing their growth, organizations unlock their ability to inspire, motivate, and lead teams to extraordinary achievements. Fostering a culture that empowers middle managers creates a ripple effect, cascading success throughout the organization.

Recognize the invaluable role of middle management and embrace their potential as catalysts for transformation. By investing in their development, nurturing their talents, and amplifying their voices, we ignite a powerful force that propels organizations to new heights of success. Let’s elevate middle management and unlock a brighter future for all.

Team accountability

Aug 15, 2023

Accountability is crucial to success. When people are held accountable for their actions, they are more likely to take ownership and deliver results.

Here are some specific actions you can take to promote accountability in your team:

Set clear objectives and expectations. Ensure everyone knows what they are responsible for and what is expected.
Establish milestones and deadlines. Break down significant goals into smaller steps with deadlines. This will help track progress and stay on track.
Communicate expectations regularly. Keep everyone updated on progress and ensure no confusion about what is expected.
Foster a supportive environment. Create an environment where people feel comfortable taking risks and admitting mistakes.
Track and measure progress. Use metrics to track individual and team progress. This will help identify areas for improvement.
Hold regular accountability meetings. Use these meetings to review progress, discuss challenges, and identify solutions.
Lead by example. As a leader, it’s essential to hold yourself accountable as well. Show your commitment to your goals and values, and demonstrate the behaviors you expect from your team.

By implementing these actions, you can create a culture of accountability in your team. This will lead to increased productivity, improved employee engagement, and higher overall performance.

Accountability is not about blame. It’s about taking ownership and working together to achieve success.

Compensating adjustments

Aug 14, 2023

Within the marvel of the human body lies a symphony of adaptations and interconnections, both mysterious and awe-inspiring. We marvel at its intricate design but fail to grasp the intricate dance that unfolds beneath the surface. Compensating adjustments and the secret agents of equilibrium silently work their magic, seamlessly adjusting when one element falters.

Consider the curious case of nagging heel pain, the culprit often hiding in the tightness of the calf muscle. Or the enigmatic backache, disguising its origin as compensation for an old ankle injury. The body, a master of adaptation, compensates until the delicate balance is disrupted, triggering a cascade of consequences.

Organizations, too, bear witness to this dance of complexity. A glitch in one department reverberates through the entire ecosystem, affecting productivity, collaboration, and customer satisfaction. A seemingly innocuous communication breakdown can unravel the threads that hold the organization’s fabric together.

We must dig deeper to navigate this intricate web, peeling back the layers to reveal the root causes. Like skilled detectives, we must uncover the hidden connections and interdependencies. By diagnosing the true source of dysfunction, leaders can chart a path toward lasting solutions and organizational harmony.

Imagine a manufacturing company grappling with declining customer satisfaction. It may appear to stem from poor customer service, but a deeper dive reveals that the underlying problem lies within quality control in production. The organization can restore balance, delight customers, and fuel sustainable growth by addressing this fundamental issue.

In pursuing organizational brilliance, we must embrace the dance of complexity. We must embrace the challenges that arise when systems interact and adapt. It requires bold exploration, open-mindedness, and a commitment to unraveling the hidden threads that hold our organizations together.

Heed the lessons of the human body and the hidden balance of compensating adjustments. We may emerge with newfound insights if we dive into the depths and embrace the complexity. By uncovering the root causes and making the necessary adjustments, we can orchestrate success, where every element melds in perfect synchrony.

Chameleons and unicorns

Aug 13, 2023

One day you’re the hero, the next day, you’re the zero. The dream, the nightmare. It’s enough to make you question everything. But don’t give up. Don’t change. Don’t become the chameleon trying to appease everyone and never yourself. Just be you.

Because the truth is one size does not fit all. What works for one person may not work for another. And that’s okay.

Stay true to yourself. Be the hero in your own story. And don’t worry about what other people think. As long as you like what you see, someone else will too. Unicorns are unique: it’s you.

Demons through connectivity

Aug 12, 2023

Technology has become both a boon and a bane in our interconnected world. On the one hand, we revel in the ease, accessibility, and creativity it brings. We can connect with loved ones across continents, access vast knowledge at our fingertips, and express ourselves unimaginably. It’s a digital utopia.

Pause for a moment and consider the flip side. We also find ourselves entangled in a web of surveillance and oversight as we embrace these benefits. Our every move is tracked, our data collected, and our privacy eroded. It’s a trade-off we make for the convenience and security technology promises.

Think about the lyrics of Tears for Fears song “My Demons.” They touch upon the concerns of living in a world where Big Brother is watching. It’s a thought-provoking reminder of the delicate balance we must strike towards.

Surveillance measures have their merits. They help track down those who threaten society, safeguarding our well-being. But at what cost? The more we conform and adapt to a standardized way of thinking, the more we lose our individuality and freedom of expression.

So, how do we navigate this paradox? It starts with awareness. Recognize that the benefits of connectivity come hand in hand with the encroachments of surveillance. Question the motives behind the surveillance state and demand transparency.

We must also advocate for privacy rights. Push for safeguards that protect our personal information from being exploited or misused. Raise your voice, join organizations fighting for digital liberties, and become an agent of change.

But let’s not forget the positive side of technology. It has the power to connect us, educate us, and empower us. It’s a tool that can be harnessed for good. We must embrace its potential while keeping a watchful eye on the encroachments of our privacy.

In this journey, remember that you can shape the future. Take control of your digital footprint, protect your personal information, and spread awareness among your peers.

The path ahead may not be easy, but by collectively navigating the paradox of connectivity and surveillance, we can create a world where technology empowers us without compromising our privacy and individuality.

Embrace the benefits of our connected world while remaining vigilant about our digital rights. Together, we can strike a balance that preserves our freedom, fosters creativity, and upholds our values.

My demons Tears for Fears (While somewhat perplexing it can only entice us to consider why)

Shaping success through choices

Aug 11, 2023

It’s easy to believe we can be everything to everyone. However, true success lies in the art of decision-making. Every company, like individuals, must make choices that define their identity and set them on a path to greatness. Let’s explore the profound impact of deliberate choices and how they shape our journey to success.

Consider Amazon, a shining example of customer service excellence. Their unwavering commitment to delivering exceptional experiences is admirable. However, this singular focus also comes with challenges. Amazon has faced perpetual staff turnover as the pressure to meet customer demands takes its toll. Simply put, their choice to prioritize customer service has had its trade-offs.

But Amazon is not alone. Look at Apple, renowned for its sleek and innovative products. They have chosen to prioritize design and user experience. These choices have propelled them to the forefront of the tech industry. Yet, they have also faced criticism for their closed ecosystem and limited customization options.

To truly succeed, we must be intentional with our choices. We must define our identity and acknowledge these choices’ potential impacts on other areas of our organization.

Mitigating the potential negatives requires a thoughtful approach. It starts with clear communication and setting realistic expectations. By being transparent about our priorities and the trade-offs involved, we foster understanding and alignment among our teams and stakeholders.

Moreover, continuous evaluation and adaptation are crucial. Flexibility and agility enable us to respond to evolving market dynamics, and customer needs while staying true to our core values.

Success doesn’t come from trying to be everything to everyone. It stems from exceptional focus and deliberate choices. ‘We should be deliberate in what we want to be in as much as what we do not want to be.’ Reflecting on your organization’s choices is critical. Are you clear about what you want to be known for? Do you understand the potential consequences of your choices in other areas? Embrace the power of your choices, and make intentional decisions.

Blamo-rama circus

Aug 10, 2023

Every week, I find myself in discussions with managers and leaders who lament their employees’ attitudes, aptitudes, and desires. They claim that today’s workforce is different, lacking motivation and unwilling to succeed. But wait, isn’t this a recurring theme across generations? Have we not pondered the parody in this?

It’s amusing how these managers, spanning different ages, races, and genders, are quick to point fingers at their employees. Yet, can they not see the irony in their actions? Did they not blame their teachers or bosses when they were young? Do they not side with their kids and assume their teachers and bosses are at fault? How would their parents have reacted to their demands for perfection?

It’s a comedy of biases, a grand theater of finger-pointing. Our biases run wild as we demand more from our employees while failing to allow our children to be independent. We complain about the lack of initiative while making every decision for our kids, shielding them from failure, and stepping in for them perpetually. We demand Olympic-level dedication from our employees while spoon-feeding our kids with silver spoons. We bemoan the lack of initiative in the workplace while suffocating our children’s autonomy like a helicopter squadron on steroids. How different is this from our upbringing or early days in the workforce?

Times change, and with them come different opportunities and challenges. The dynamics of cultures, societies, wars, political stability, and economies shape individuals, but let’s not forget our role in this grand comedy of blame.

Perhaps we should step back and reassess our practices. Instead of criticizing, let’s lead by example and create an environment that fosters growth and accountability. Let’s embrace the lessons learned from our experiences and offer guidance rather than finger-pointing.

We are all players in this parody of human behavior. So, let’s challenge our biases, question our assumptions, and strive for a more balanced perspective. After all, a little self-reflection never hurts anyone. As Oscar Wilde famously said, “Life is too important to be taken seriously.”

Statistics show that 99.9% of statistics are made up on the spot to suit the argument one is making. Let’s not rely too heavily on numbers and instead focus on being the change we wish to see in the world of work and beyond.

Not alone with problems

Aug 9, 2023

It’s easy to get caught up in our problems, thinking that our struggles are unique and insurmountable.. The truth is, your problems are not as unique as you may think. The nature of your problem is likely similar for many individuals, groups and entire organizations.

Countless others have faced similar challenges, weathered storms, and become stronger on the other side. Realizing this can free us from feeling alone and somewhat defeated in our struggles.

Instead of assuming too much about the gravity of your problems, take a moment to reflect. Understand that there is a wealth of knowledge and experience out there that can guide you through difficult times. You don’t have to be the pioneer forging a path on your own.

By humbling yourself and not taking yourself too seriously, you can open yourself up to learning from the journeys of others. Reflect on their stories, seek advice, and draw inspiration from those who have thrived despite similar obstacles.

Problems are a part of the human experience and organizational progression. Embrace the opportunity to grow and learn from the collective wisdom of those who have walked similar paths. Doing so lets you realize that you’re not alone and that there is always a way forward.

The rotting berry effect

Aug 8, 2023

Have you ever noticed how one lousy berry can spoil the whole bunch? And fast. It’s not just a saying—it’s a phenomenon occurring naturally and within organizations. When one individual becomes dissatisfied or disgruntled, it can quickly spread like wildfire, affecting the morale and productivity of the entire team. There are ways to avoid and address this toxic culture when it arises.

First and foremost, prevention is critical. Creating a positive work environment starts with fostering open communication and cultivating a culture of respect and appreciation. Encourage team members to express their concerns and constructively provide feedback. By addressing issues promptly and transparently, you can nip negativity in the bud before it has a chance to spread.

It’s also important to lead by example. As a leader or team member, your attitude and behavior set the tone for the entire group. Stay positive, be supportive, and promote a sense of camaraderie. Celebrate successes, recognize individual contributions, and encourage collaboration. By creating a culture of positivity, you can make a natural barrier against negativity.

But what if negativity has already taken hold? How do we address it head-on? The key is to approach it with empathy and a solution-oriented mindset.

Here are a few steps to guide you:

Listen with empathy: Take the time to understand the concerns and frustrations of the individuals involved. Actively listen without judgment and validate their feelings. You can build trust and create a safe space for open dialogue by showing kindness.
Address the root cause: Identify the underlying issues contributing to the negativity. Is it a lack of communication, unmet expectations, or a toxic work environment? Addressing these root causes will help prevent future negativity and can help to foster a healthier workplace.
Communicate openly: Be transparent about any changes or actions to address the concerns. Keep the lines of communication open and provide regular updates. This helps rebuild trust and demonstrates that employees’ voices are being heard.
Encourage solutions: Shift the focus from dwelling on the problems to finding solutions. Involve the affected individuals in brainstorming and decision-making processes. This empowers them and reinforces a sense of ownership and accountability.
Support and resources: Offer resources, such as training or coaching, to help individuals develop the skills to navigate challenges effectively. Encourage teamwork, collaboration, and professional growth.

Creating a positive and supportive work environment is an ongoing process. It requires consistent effort, open communication, and a commitment to addressing negativity promptly. By fostering a culture of respect, appreciation, and solution-oriented thinking, you can prevent the spread of negativity and create a thriving and harmonious workplace for all.

Be mindful of the rotten berries and proactively promote positivity and address negativity when it arises. After all, what good comes of leaving it unattended for too long? You have seen the results, and they are never good.

No hit or miss, but guaranteed success

Aug 7, 2023

“Projects are the engines of progress.” – Peter Drucker

Unleash the power of project management and witness the transformation from chaos to extraordinary success. Whether planning a dream vacation, revamping your living space, or organizing a simple get-together, project management brings clarity, efficiency, and triumph to your endeavors.

Imagine a life without it—missed deadlines, constant firefighting, and goals slipping through your fingers. But with project management, everything falls into place. From big construction projects to everyday tasks, a structured approach ensures seamless execution and results that exceed expectations.

Research proves its worth: organizations with robust project management practices boast an impressive 89% success rate, while others struggle at 36%. Adaptability and problem-solving skills are the secret weapons turning obstacles into opportunities.

This isn’t just about following a process; it’s about fostering collaboration, optimizing resources, and delivering outstanding outcomes. High-performing organizations understand the strategic value, and you can too!

Again data shows that 88% of high-performing organizations prioritize project management as a strategic competency. Unsurprisingly, they consistently deliver successful outcomes while others struggle to keep up.

Embrace project management, empower our teams, and create meaningful experiences that leave a lasting impact. From vision to reality, adopting a discipline and framework can make every project a magnificent success story!

Yes, barbie!

Aug 6, 2023

Barbie is a cultural phenomenon. She’s been around for over 60 years, and she’s been loved by children and adults alike. But what about Barbie has captured our imaginations for so long?

I believe it’s because Barbie teaches valuable lessons we can all embrace. She teaches us to be confident, to be kind, and to never give up on our dreams.

Be confident. Barbie is a confident woman. She knows who she is and is not afraid to be herself. She shows us that it’s okay to be different and embrace our unique qualities.

Be kind. Barbie is a kind and compassionate woman. She always puts others before herself, and she treats everyone with respect. She shows us that we should be kind to others, no matter who they are.

Never give up on your dreams. Barbie never gives up on her dreams. No matter how many challenges she faces, she always keeps going. She shows us that if we work hard and never give up, we can achieve anything we set our minds to.

These are just a few of the lessons we can embrace from Barbie. She’s a role model for us all and shows us that we can be anything we want to be.

So what are you waiting for? Go out there and be confident, be kind, and never give up on your dreams. Barbie would be proud of you.

We can all be like Barbie and embrace these lessons in our own lives:

Be confident. When feeling insecure, remind yourself of everything you’re good at. Talk to a friend or family member who believes in you. Dress in clothes that make you feel confident.
Be kind. Hold the door open for someone. Let someone go ahead of you in line. Compliment someone on their appearance or their work. Be a good listener.
Never give up on your dreams. When you face a challenge, don’t give up. Figure out a way to overcome the challenge. Ask for help if you need it. Keep working hard until you achieve your dream.

Topic of conversation

Aug 5, 2023

In conversation, we hold a compass to guide our discussions. Will we navigate through the vast expanse of ideas, explore the twists and turns of events, or stroll along the path of people?

As Eleanor Roosevelt cleverly noted, “Great minds discuss ideas, average minds discuss events and small minds discuss people.”

What will captivate our conversations? Is it the magic of engaging ideas, the intrigue of unfolding events, or the warmth of connecting with remarkable individuals? Or is it simpler to take the lazy approach that requires little effort, ingenuity, and brilliance to talk of others?

Our conversation is a door to a world that we unlock and a window into the soul.

Decision making tightrope

Aug 4, 2023

Making decisions can sometimes feel like walking a tightrope, trying to strike the right balance between being prescriptive and allowing others to take the lead. It’s a delicate dance that leaders often face in their roles. So, let’s explore the benefits, challenges, and a pragmatic approach to navigating this balancing act.

On the one hand, being prescriptive can provide clarity and direction. It ensures consistency and alignment with organizational goals. Leaders who lead decision-making can leverage their experience and expertise to drive results. It can save time and streamline processes, especially when immediate action is required.

However, being overly prescriptive can stifle creativity, limit autonomy, and disempower team members. It can hinder growth and innovation, as individuals may rely on the leader’s guidance. It can also create a culture of helplessness, where team members don’t feel empowered to make decisions or take ownership of their work.

On the other hand, allowing others to lead and make decisions can foster a sense of ownership, creativity, and autonomy. It encourages collaboration and empowers team members to take ownership of their roles. It also promotes a culture of trust, where individuals feel valued and encouraged to contribute their unique perspectives.

However, it’s essential to acknowledge the challenges that come with this approach. Decision-making can become fragmented, leading to inconsistency and a lack of alignment. There may be varying levels of expertise and experience among team members, which can impact the quality of decisions. It requires effective communication, clear expectations, and ongoing support to ensure everyone is equipped to make informed decisions.

So, how do we strike the right balance? Here’s a pragmatic approach:

Clarify expectations: Communicate each team member’s autonomy level and decision-making authority. Set boundaries and guidelines to provide a framework for decision-making.
Foster skill development: Invest in developing the skills and capabilities of your team members. Training, mentoring, and resources to enhance their decision-making skills and confidence will help prevent conflicts and confusion.
Establish a decision-making framework: Define a decision-making process considering urgency, complexity, and impact factors. This framework can guide individuals in making effective decisions while aligning with organizational goals.
Encourage collaboration: Promote a culture of collaboration and open dialogue. Encourage team members to seek input and diverse perspectives when making decisions, and emphasize the value of collective wisdom and shared decision-making.
Provide support and feedback: Offer support, guidance, and constructive feedback to individuals as they navigate decision-making. Create a safe space for learning from both successes and failures, fostering continuous improvement.

Decision-making is not a one-size-fits-all approach, but rather what works best for the people and the situation, and each one is unique. It requires adaptability, flexibility, and a deep understanding of the context and individuals involved. By finding the right balance between empowerment and guidance, leaders can foster a culture of autonomy, collaboration, and effective decision-making.

Decision making is a balancing act. Grant others the permission to lead while providing the appropriate level of guidance and support. If we can hear everyone’s voices, we are likely to create better outcomes for people and the organization as a whole.

Choosing teams

Aug 3, 2023

Humans have an innate desire to belong, to be part of a team, group, or community. We naturally seek out those who share our ideals, beliefs, and physical similarities. It’s comforting to be surrounded by like-minded individuals who affirm our perspectives. Who wants to escape comfort and confront fear by stepping into another room? But what if we challenge ourselves to go beyond our comfort zones? What if we actively seek out teams that differ from our own?

Yet, when we step into a new room, our experiences alter. Think of the physical receptors and how we may feel emotionally. Choosing teams that don’t align with our initial instincts can be a powerful catalyst for growth and personal development. We open ourselves to new perspectives, ideas, and experiences by embracing diversity. It’s in these spaces of divergence that true innovation thrives.

But how do we navigate this journey?

First, we must cultivate an open mind—a willingness to listen and learn from those who see the world differently. Recognize that diversity of thought fuels progress and brings fresh insights.

Next, seek opportunities to connect with individuals and groups that challenge your beliefs. Engage in respectful dialogue, acknowledging the richness that comes from diverse perspectives. Embrace discomfort as a sign of growth and expansion.

By choosing teams that push us beyond our comfort zones, we contribute to a more inclusive and dynamic world. We foster understanding, mend bridge divides, and create collaborative and empathetic environments.

Breaking free from the gravitational pull of similarity and seeking out teams that broaden our horizons is a plus and should be seen as an opportunity, not a risk. Would you choose stagnation over growth and division over unity? Diverse teams are better teams, and we should seek them out.

Consistent and persistent

Aug 2, 2023

Wanting it and getting it. There can be a big divide between the two. The one is a state of mind, and the other is the actions that will get us there.

It is necessary to be persistent with what we want to achieve.

What is as important is knowing what we need to do consistently to get where we want to be.

Ultimately, the two are required to succeed.

Unlocking unity

Aug 1, 2023

In a world filled with diversity, the threads of unity and progress lie in our hands—shaped by the expectations we set and the assumptions we make. These seemingly innocuous elements wield tremendous influence over our collective journey.

Expectations act as silent architects, crafting the framework of our desires and beliefs. Yet, they can hinder collaboration and thwart progress when they grow rigid and unyielding. Embracing adaptable expectations opens the gateway to growth and nurtures unity.

Assumptions, those intriguing mysteries of the mind, often arise from incomplete information or preconceived notions. Their impact can lead to misunderstandings and widen the gaps between us. But challenging assumptions and embracing diverse perspectives create a fertile ground for empathy and genuine dialogue.

The path to revitalizing unity and progress demands open-mindedness and empathy. By humbly acknowledging our biases, we unlock the potential for inclusive environments and harmonious collaboration.

Liberating ourselves from the grip of expectations and assumptions is no easy feat. It requires continuous self-reflection, active listening, and the courage to unlearn and relearn. Embracing the discomfort of questioning our beliefs can lead to remarkable growth and authentic connections.

We can forge a collective journey toward unity and progress by examining our expectations and assumptions, fostering empathy, and valuing the diversity surrounding us. We celebrate our shared humanity in unity, nurturing a brighter tomorrow built on collaboration and genuine progress.

Bell bottoms and cathode ray televisions

Jul 31, 2023

They were once very advanced, cool, and reflective of now. The success of bell bottoms and cathode ray televisions. The rage, the hype, the demand. Yet, we could not imagine existing, let alone thriving, being in the business of either. They are no longer relevant nor in demand. What of our skills, abilities, and the need to keep up with change? Just as bell bottoms and cathode ray tube televisions have become relics of the past, relying solely on our initial expertise can leave us behind in a rapidly shifting professional landscape.

Whether in sales, social services, accounting, design, or any other field, the key to staying relevant and thriving lies in embracing a mindset of perpetual learning. Are you actively pursuing new knowledge and acquiring fresh skills? Are you willing to step outside your comfort zone and explore new horizons?

Staying ahead calls for us to break free from the confines of what we already know and instead accept the thrill of growth and adaptation. Take on new challenges that push your boundaries, seek experiences that expand your expertise, and constantly seek out opportunities to enhance your value in the marketplace.

The world rewards those who are agile, curious, and open to change. Do you embrace the joy of learning and the excitement of personal and professional development? Are you actively investing in your growth and acquiring the skills to set you apart? If so, how?

A tool to improve mental and emotional health

Jul 30, 2023

A question frequently asked is, ‘What are the virtues of journaling?’ While many extol varying benefits of journaling, include helping us solve problems, improving self-awareness, tracking progress, reducing stress, and improving creativity. It’s a simple yet powerful tool that can profoundly impact our lives, improving mental and emotional health.

There is a straightforward thought to consider as defined by Kildin’s Law: When pen meets paper, solutions unfold. Half the problem dissolves as we ponder, analyze, and write.

Secrets and their quirks

Jul 29, 2023

Ah, secrets! Those little nuggets of intrigue that make life just a tad more mysterious. We all have them, don’t we? But have you ever pondered their value and the reasons behind their existence?

Why do we keep secrets, you ask? It’s like having a hidden stash of chocolates—an indulgence reserved exclusively for ourselves. Secrets give us a sense of power, a thrill, and sometimes even a mischievous giggle. They make us feel like the master of the universe, all while concealing that extra slice of cake we devoured in the pantry.

However, let’s not overlook the dark side of secrets. Imagine having the greatest service or product known to humankind, but nobody knows about it. It’s like discovering a cure for boredom but keeping it locked away in your basement. There’s no value in that, is there? Your secret sauce loses its flavor if it remains completely hidden from the world.

So, what should one do? Here’s the secret to secrets: share selectively. Choose wisely when to keep your secrets guarded and when to unveil them. If you’ve developed a game-changing service, shout it from the rooftops! Let the world know what they’ve been missing out on. That’s how legends are made, my friend.

The value of secrets lies in the art of revelation. Keep a few for yourself to revel in the clandestine joys of life, but don’t hesitate to unleash your secrets upon the world when they can make a difference. Embrace the power of sharing, for it’s in the shared experiences that life becomes genuinely extraordinary.

Now, go forth and be the harbinger of secrets—revealing the extraordinary, sharing the magic, and delighting in the thrill of secrecy and revelation. Let the mysteries unfold!

Disclaimer: No secrets were harmed in the making of this blog.

Thin thread of vulnerability

Jul 28, 2023

Cultivating a culture of vulnerability within organizations is paramount in nurturing trust, collaboration, and resilience. When individuals feel secure in revealing their authentic selves, it fosters an environment where innovation and creativity can flourish. Leaders who encourage vulnerability cultivate psychological safety, allowing team members to freely express their ideas, concerns, and challenges without fear of judgment or retribution. This openness paves the way for deeper connections, heightened empathy, and collective growth, propelling the organization toward success.

Opening up and sharing our true selves can be daunting; however, embracing vulnerability can relieve our emotional burden, leading to personal healing and growth. While there is a risk that our openness may be exploited, we must take the leap and free ourselves from the trials of an unalterable past. We must acknowledge that our past shapes us but does not define us.

As Brené Brown profoundly stated, “Vulnerability is not winning or losing; it’s having the courage to show up and be seen when we have no control over the outcome.” Embracing vulnerability dismantles the barriers that separate us, fostering genuine connections and understanding. By sharing our experiences, fears, and aspirations, we invite others to do the same, creating an environment of authenticity and mutual support. We embark on a transformative journey of growth, resilience, and shared achievement through this collective vulnerability.

Remember, vulnerability is not a sign of weakness but a testament to our strength and courage. By embracing our vulnerability, we not only facilitate personal growth but can foster a culture of openness and collaboration within our organizations. Together, we can create an environment that embraces the power of vulnerability, leading to increased trust, innovation, and collective success.

Attracting birds of a feather

Jul 27, 2023

In the vast landscape of organizations, culture is a magnetic force, drawing together individuals who share common values, beliefs, and aspirations. Like a flock of birds soaring through the sky, a strong, well-defined culture unites like-minded individuals, fostering collaboration, engagement, and collective success.

A solid organizational culture acts as a beacon, attracting individuals who align with its core principles. According to a study by Deloitte, companies with a strong culture experience 20% higher employee satisfaction and 21% greater profitability. This highlights the positive impact of a well-defined culture on employee engagement and overall business performance.

Analogous to a flock of birds, a strong culture provides a sense of belonging and shared purpose.

Individuals within an organization with a strong culture move synchronously, driven by a shared vision and values. This alignment creates a cohesive and dynamic environment where collaboration and innovation flourish.

Just as a flock of birds needs a strong leader to guide their flight, an organization relies on effective leadership to shape and uphold its culture. A leader who embodies the organization’s values and exhibits authentic behavior is a role model, inspiring others to embrace and contribute to the culture.

Leadership is crucial in nurturing and reinforcing the desired culture through actions, communication, and decision-making. Leaders create an environment where culture can thrive and grow by setting clear expectations, providing support and mentorship, and recognizing and celebrating behaviors aligned with the culture.

A robust and well-defined culture is a powerful force, attracting individuals who resonate with its values and vision. Like a flock of birds flying in harmony, a cohesive culture drives collaboration, engagement, and collective achievement. Like the guiding bird, leaders play a vital role in shaping and upholding the culture, fostering an environment where like-minded individuals can thrive. As we cultivate our organizational culture, let us remember that by attracting birds of a feather, we can create a powerful force that propels our organization to new heights of success.

Everday innovations

Jul 26, 2023

Imagine this: a simple kitchen tool that revolutionized cooking methods. Yes, I’m talking about the microwave oven. Back in the day, preparing a meal involved hours of stovetop cooking or waiting for the oven to heat up. But with the advent of the microwave, our culinary world transformed. Suddenly, we had a faster, more convenient way to heat food.

Or consider the humble bicycle. It remained unchanged for centuries until someone had a brilliant idea: add a motor and create an electric bike. This innovation opened up new possibilities for transportation, combining the ease of cycling with the power of electricity.

These examples remind us that even non-tech products can transform significantly when we challenge the status quo. It’s about rethinking the essence of what we consider “normal” and exploring alternative approaches.

In the business world, this mindset shift is equally as important. Take the concept of meetings, for instance. We’ve become accustomed to gathering in conference rooms, enduring lengthy discussions that could have been more efficiently handled through virtual collaboration tools. By reevaluating this traditional practice and embracing technology, we can save time, increase productivity, and enhance flexibility.

The key message is that we shouldn’t limit our thinking to technological advancements alone. It’s about questioning long-standing practices and seeking innovative solutions to age-old challenges. Whether streamlining supply chains, reimagining customer experiences, or redefining workplace dynamics, there’s always room for improvement.

As leaders, we are responsible for fostering a culture of constant evaluation and encouraging our teams to challenge conventional wisdom. Let’s ask ourselves: Are there outdated processes hindering our progress? Can we simplify and optimize workflows? Are there untapped opportunities to create better products or services?

By embracing a mindset of continual improvement and innovation, we can unlock the transformative power of rethinking. So, let’s break free from the chains of complacency, reimagine what’s possible, and pave the way to a brighter future for our businesses and industries.

Change starts with a simple question: “Why do we do it this way?” Reshape your landscape and create a new standard of excellence.

The dance of contradictions

Jul 25, 2023

“We both step and do not step into the same river, we both are and are not,” the philosopher, Heraclitus once mused. Life, much like the flowing river, is a dance of paradoxes. We exist in a world of contradictions, where opposites intertwine and coexist.

In this dance, we take steps forward yet remain rooted in our essence. We embody presence and absence, lightness and darkness, certainty and uncertainty. We navigate the constant ebb and flow of life’s rhythms, embracing the beauty and complexity of our existence.

By embracing these paradoxes, we discover the richness and depth of our experiences. Like a mosaic, our lives are made up of contrasting colors and textures, each contributing to the collage of our unique journey.

Gain comfort with our dance of paradox. Let us honor the duality within us and find solace in the ever-changing nature of our being. Embracing the light and the shadow, the known and the unknown, we unlock the door to personal growth, wisdom, and a deeper understanding of ourselves and the world around us.

As we step into the river of life, we can embrace the contradictions, for it is through them that we find balance, harmony, and the essence of our being.

The small inner voice

Jul 24, 2023

Apathy: the silent killer of progress and change. How often have we let the opinions of others dissuade us from taking action? We fall into the trap of thinking our efforts won’t make a difference or that someone else will handle it. Yet the flaws of apathy outweigh the risks of taking action.

As Edmund Burke profoundly stated, “The only thing necessary for the triumph of evil is for good men to do nothing.” With apathy, we surrender our power to shape the world and become passive bystanders, allowing others to determine our path.

Apathy breeds a culture of indifference and stagnation. It stifles progress, hinders personal growth, and limits our impact. Succumbing to apathy denies us the opportunity to make a positive difference, both in our lives and the lives of others.

We can succumb to its wily ways, or we can defy apathy. One asks us to show courage and conviction to stand up, speak out, and make a difference. Find your voice, the power, and the capacity to effect change.

It really does not take much. It is usually a small step. One says that this is enough. I do not feel good about myself and my actions by sitting back. Listen to that nagging voice you hear. It may well be the one that unleashes the side so many have been waiting to see, you as well.

Why save the good stuff for later?

Jul 23, 2023

We all have that special outfit, fancy dinnerware, and a bottle of wine we save for a special occasion. Why is today not a special occasion?

Why do we put off the pleasures of now? Why do we save the good stuff for later? What if later never comes?

Today is all we have. So why not wear your favorite outfit today? Use your fancy dinnerware tonight? Make that exquisite dish or open that bottle of wine and savor every moment.

Why needlessly deprive ourselves of those simple pleasures? Today is special, and tomorrow can be again. Live in this moment. It is something we can do.

Virtues of comebacks

Jul 22, 2023

We bemoan what could have, should have, or would have been. For all the successes we admire, those same individuals faced setbacks, disappointment, rejection, and loss of confidence.

When in our pursuit of success, setbacks are inevitable. Instead of dwelling on them, let’s focus on the power of comebacks. We all stumble and fall, but it’s in rising again that true resilience and growth are born.

As Winston Churchill said, “Success is not final, failure is not fatal: It is the courage to continue that count.” Our setbacks don’t define us; our ability to rise from them does.

Shift your mindset from dwelling on what went wrong to embracing comebacks. Learn from setbacks. Adapt and come back stronger. We cultivate perseverance, resilience, and unwavering determination by focusing on comebacks.

Setbacks are opportunities for remarkable comebacks ready for us to embrace and unleash our true potential.

Customer feedback loop

Jul 21, 2023

In business and service, the voice of the customer holds immense power. By actively listening to their feedback, organizations can unlock valuable insights that drive performance and enhance brand value. Despite this, few organizations undertake comprehensive customer feedback and utilize it effectively for their benefit.

Research conducted by Bain & Company reveals that companies prioritizing customer experience outperform their competitors by a significant margin: a 1.4x higher revenue growth rate and a 1.6x higher brand value growth rate. These statistics highlight the tangible impact of understanding and acting upon customer feedback.

Organizations must adopt a customer-centric mindset to harness the power of customer feedback. Actively seek feedback through surveys, interviews, and social media platforms. Leverage data analytics to identify patterns and trends, providing a deeper understanding of customer needs and preferences.

Once feedback is received, it’s essential to act upon it. Prioritize customer-driven improvements, addressing pain points and enhancing the overall experience. Communicate the changes to customers, demonstrating that their input is valued and acted upon.

Organizations can cultivate loyalty, drive repeat business, and foster positive word-of-mouth by creating a customer feedback loop. Bill Gates once said, “Your most unhappy customers are your greatest source of learning.” Embrace customer feedback as an opportunity for growth and innovation.

The voice of the customer is a powerful tool that can propel organizations toward sustained success. If we are open to feedback, we thrive; if we ignore it, it is our own demise.

Love + Work and thrive

Jul 20, 2023

Marcus Buckingham, renowned author, and speaker, delves into the powerful intersection of love and work. Contrary to the traditional notion that love and work should be kept separate, Buckingham suggests that embracing love in the workplace is vital to unlocking personal and professional fulfillment.

In this context, love refers to finding joy, passion, and purpose in what we do. It’s about engaging in work that aligns with our strengths and values, igniting a sense of deep satisfaction. When we love our work, we bring our best selves to the table, leading to greater productivity, creativity, and overall success.

Buckingham challenges the belief that work should be a means to an end, emphasizing the importance of infusing love into our professional lives. By pursuing work that resonates with our passions and values, we create an environment where love flourishes, fueling our motivation and drive.

Additionally, Buckingham emphasizes fostering love and connection within teams and organizations. Building solid relationships, practicing empathy, and cultivating a sense of belonging is essential for creating a supportive and collaborative work culture.

So, how can we embrace love in our work? It starts with self-reflection and identifying our strengths and passions. We can tap into a wellspring of motivation and fulfillment by aligning our roles and responsibilities with what we love.

Furthermore, we can foster love in our workplaces by recognizing and appreciating the unique contributions of others. Cultivating a culture of support, kindness, and gratitude enables love to thrive, leading to higher engagement and satisfaction for everyone involved. In embracing love + work, we embark on a journey of self-discovery, purpose, and authentic connection. By finding love in what we do and nurturing it within our professional relationships, we unlock the potential for meaningful and fulfilling careers.

A whole new experience waiting

Jul 19, 2023

In 2011, Justin Rattner, the Chief Innovation Officer at Intel, suggested that ‘the only limitation to what we can do is our ability to imagine.’ These words sparked a vision of a future transformed by technology, just as Mo Gawdat, a former Google executive, stated, ‘Technology will continue to advance, and the way we work will be transformed beyond our wildest imaginations.’

Today, Satya Nadella, CEO of Microsoft, carries the torch in emphasizing adaptability and innovation. In a recent keynote address, he stressed the importance of embracing emerging technologies like Chat GPT and other applications to drive growth, efficiency, and competitiveness.

As we stand on the brink of the next big revolution, AI holds the potential to impact our everyday operations profoundly. It can streamline customer service with intelligent chatbots, providing human-like understanding. Complex data analysis can be automated, enabling quicker and more informed decision-making. Virtual assistants simplify tasks, empowering employees to focus on strategic initiatives and creative problem-solving.

Businesses can optimize workflows, boost productivity, and enhance customer experiences by leveraging AI. It unlocks a new era of efficiency and effectiveness through advanced natural language processing and machine learning.

Gone are the days of laborious tasks. AI enables simplification and automation, freeing valuable resources for smarter work practices. Organizations can make data-driven decisions, deliver exceptional service, and unlock their potential.

How can you use it? Well, that is a question best answered yourself, but it will require a little effort up front to read, research, and experiment to find the available tools that suit you and simplify your life. AI can propel us into a new era of success and possibilities, yet it still requires us to take the initiative. Or we can still use a slide ruler and a typewriter if we prefer sentimentality.

Your experience will be the one you choose. What will it be?

Preserving bridges we cross

Jul 18, 2023

In life’s journey, it’s crucial to remember that time stretches before us, offering countless opportunities and encounters. Amidst the challenges and triumphs, it is essential to maintain healthy relationships and avoid burning bridges along the way.

Often, in frustration or disappointment, we may be tempted to sever ties or act impulsively. However, it’s important to realize that our decisions today can impact our future. Bridges burned may lead to missed connections and lost opportunities down the road.

In both personal and professional realms, relationships are the threads that weave the tapestry of our lives. We find support, collaboration, and growth through connections with others. Burning bridges sever these ties and create unnecessary obstacles and regrets.

Maya Angelou wisely said, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.” Our actions leave lasting impressions on those around us. By choosing kindness, understanding, and forgiveness, we build sturdy bridges that can withstand the tests of time.

Nurturing relationships requires effort, empathy, and effective communication. It means being accountable for our actions, resolving conflicts, and fostering mutual respect. It also means choosing understanding over judgment and compassion over resentment.

Life is a long journey filled with encounters and relationships, and preserving the bridges we cross is vital for enduring navigation.

All of the parts

Jul 17, 2023

In pursuit of efficiency and innovation, we encounter frameworks and tools designed to streamline processes and enhance productivity. However, a common pitfall is the temptation to cherry-pick certain elements while discarding others, believing we know better than the original designers. But what if this approach hinders our progress rather than propelling it forward?

Imagine driving a car with only some of its parts. Would we expect it to function optimally? Certainly not. Yet, when implementing frameworks and tools, we sometimes adopt a similar approach, disregarding key components or making hasty modifications without fully understanding their intended purpose.

To harness the true potential of frameworks and tools, we must embrace them entirely, trusting their creators’ expertise and insights. Like a well-crafted machine, each component is crucial in driving desired outcomes.

Steve Jobs once said, “You can’t just ask customers what they want and then try to give that to them. By the time you build it, they’ll want something new.” This quote highlights the importance of utilizing frameworks and tools as intended, allowing them to guide us toward innovative solutions rather than imposing our own limited perspective.

By immersing ourselves in the complete framework or tool, experimenting with its functionality, and giving it a fair chance to prove its value, we can better understand its potential benefits and limitations. Only after gaining familiarity and firsthand experience can we make informed adjustments that align with our unique needs and circumstances.

Maintain the integrity of the tools, frameworks, and processes, unlock the full potential of these resources, and drive your endeavors toward greater efficiency, innovation, and success.

The false ally to success

Jul 16, 2023

The ego—always lurking in the shadows, whispering sweet promises of greatness. Is our ego our ally, or is it just a cunning trickster leading us astray?

We live in a world where self-promotion and personal branding are celebrated. We’re taught that success is measured by the size of our egos and the attention we command. Does this relentless pursuit of self-importance truly lead to success?

Our egos, with their insatiable hunger for validation, can actually hinder our growth. They blind us to our own flaws, prevent us from taking risks, and trap us in a bubble of self-delusion. True success lies in humility, empathy, and the willingness to put others before ourselves. It’s about embracing collaboration, learning from diverse perspectives, and making a positive impact in the lives of those around us.

Challenge the allure of our egos. Resist the temptation to seek constant validation and instead focus on meaningful connections and creating value for others. Step out of the spotlight and shine it on those who deserve it.

In the words of Seth Godin, “Ego tells us all sorts of things that prevent us from doing our best work. The ego thrives on rationalizations and myth-building.”

Redefine success on our own terms. Celebrate the accomplishments of others, uplift those around us, and make a lasting impact beyond our ego’s fleeting desires. The world needs more genuine contributors, not self-proclaimed promoters and stars.

A glimpse into the past

Jul 15, 2023

Imagine walking into a room adorned with vintage wooden furniture with intricate carvings and ornate details. The timeless charm of these pieces takes you back to a bygone era, evoking a sense of nostalgia and admiration. This design approach, known as skeuomorphism, is a fascinating journey into the past.

Derived from the Greek words “skeuos” (vessel or tool) and “morphe” (form or shape), skeuomorphism refers to the practice of incorporating visual elements from older, familiar objects into new designs. It’s a nod to tradition;, a bridge that connects the present with the past.

In the world of design, skeuomorphism can be found in various forms. From digital interfaces that mimic the appearance of physical buttons to the faux leather texture on smartphone cases, these elements serve as visual cues, providing familiarity and a sense of comfort.

Skeuomorphism offers a unique blend of aesthetics and functionality. By borrowing elements from the past, designers tap into our collective memory, creating an intuitive experience that resonates with users. It’s like rediscovering an old friend or, effortlessly navigating through an interface that feels familiar and reassuring.

However, skeuomorphism has faced its fair share of criticism as design trends evolve. Some argue that it hinders innovation and limits creativity by holding onto outdated conventions. They advocate for minimalist and flat design, emphasizing simplicity and clean lines.

Yet, something is enchanting about skeuomorphism. It invites us to appreciate the beauty of craftsmanship and pays homage to our rich cultural heritage. It’s a reminder that while technology advances, we still value the tangible and the familiar.

As we move forward in the ever-changing landscape of design, embracing both the old and the new is important. Skeuomorphism is a bridge, allowing us to honor tradition while embracing innovation. It sparks conversations, ignites memories, and adds a touch of warmth to our digital experiences.

So, the next time you come across a digital interface resembling a physical object or a design element that evokes nostalgia, take a moment to appreciate its artistry.

Break free from apathy

Jul 14, 2023

Apathy: the silent killer of progress and change. How often have we let the opinions of others dissuade us from taking action? We fall into the trap of thinking our efforts won’t make a difference or that someone else will handle it. But here’s the truth: the flaws of apathy outweigh the risks of taking action.

As Edmund Burke wisely said, “The only thing necessary for the triumph of evil is for good men to do nothing.” These words carry profound meaning. When we choose apathy over action, we surrender our power to shape the world around us. We become passive bystanders, allowing others to determine our path.

Apathy breeds a culture of indifference and stagnation. It stifles progress, hinders personal growth, and limits our global impact. By succumbing to apathy, we deny ourselves the opportunity to make a positive difference, both in our lives and the lives of others.

We must break free from the chains of apathy. It’s time to embrace our power and take action, no matter how small it may seem. Each step we take and each decision we make has the potential to create a ripple effect of change.

So, let’s defy apathy. Let’s tap into our courage and conviction to stand up, speak out, and make a difference. We have the voice, the power, and the capacity to effect change. Don’t let apathy hold you back. Embrace action, unleash your potential, and be the catalyst for positive transformation.

Through our actions, we shape our future, and we have the power within us.

It’s hard

Jul 13, 2023

M. Scott Peck begins a book with the statement, “Life is hard.” That is perfect. If it was easy, everyone else would do it, and few would find any value.

Hard suggests that achieving it is likely only to be accomplished by a few. If you can do it, you have demonstrated your value.

If it is easy, they would not need you to help. If it is hard, it is likely what you must do because few are capable.

Unleashing Ikagai

Jul 12, 2023

Ikigai is the Japanese word that refers to the passion that gives value and joy to one’s life. It’s a concept that encompasses the intersection of four key elements: what you love, what you’re good at, what the world needs, and what you can be paid for. Finding your Ikigai is about uncovering that sweet spot where your passions, talents, impact, and livelihood align.

Pablo Picasso once said, “The meaning of life is finding your gift. The purpose of life is to give it away.” Embracing your Ikigai means tapping into your unique gifts and channeling them toward something greater than yourself.

To embark on this transformative journey, explore the four circles that represent the components of Ikigai. The first circle is your Passion: What activities bring you joy and fulfillment? The second circle is your Talent: What are your strengths and skills? The third circle is the World’s Need: How can you contribute to the betterment of society? And finally, the fourth circle is your Livelihood: How can you translate your passions and skills into a meaningful career or vocation?

Discovering your Ikigai is not an overnight process. It requires self-reflection, exploration, and the willingness to embrace change. It’s okay if you haven’t found it yet or if your Ikigai evolves over time. The key is to remain open-minded, curious and committed to personal growth.

So, take the time to delve into each circle, exploring what truly brings you joy, leveraging your unique talents, and positively impacting the world, and find ways to align your passions with your livelihood. Your Ikigai awaits, ready to unveil a purpose-driven life filled with meaning, fulfillment, and endless possibilities.

As George Eliot said, “It’s never too late to be what you might have been.” Embrace the journey, embrace your Ikigai, and let your authentic self shine.

Ten Percent Action, Ninety Percent Grind

Jul 11, 2023

In a world shaped by media, movies, and stories, we’re often exposed to glamorous yet false depictions of various professions. Surgeons heroically save lives, detectives unravel intricate mysteries, and artists effortlessly create masterpieces. However, these portrayals fail to reveal the relentless grind underlying these professions.

Beyond the limelight, the grind prevails. Artists experiment, make mistakes, and discard countless canvases. Detectives meticulously pore over evidence, enduring paperwork, and routine tasks. Surgeons diligently attend to administrative duties, perform routine checks, and make challenging decisions.

But amidst the grind lies the essence of glamour. Through hard work, perseverance, and dedication, greatness is achieved. Each brushstroke, breakthrough, or successful surgery emerges from the countless hours spent grinding.

Arthur Ashe once said, “Success is a journey, not a destination. The doing is often more important than the outcome.” The grind is where true growth and mastery reside. We unlock the extraordinary through tenacity and commitment to the daily grind.

Navigating our individual professional journeys, we should not be overcome by the grind. Rather embrace it, since without it, we will never attain the greatness we romanticize or yearn for. The grind will uncover our true potential and create the impact we long for.

According to plan

Jul 9, 2023

It rarely goes according to plan. Even the best plans will be confronted by unexpected challenges, and the more complex and difficult the goal, the greater the likelihood of the unexpected appearing.

If we expect the unexpected, we will likely be much better prepared. Our ability to manage those situations is critical to our success. It is a state of mind that is especially dependent on our ability to be less fragile and overwhelmed when roadblocks come our way.

As part of the plan, preparing our mindset for the unexpected will help us achieve our goals with less angst and permit us to have greater control over what may occur.

Humility and connection

Jul 9, 2023

There’s a delicate dance between self-importance and true impact on personal growth. While our ego may yearn for validation and attention, our ability to remain important to others truly matters.

As Seth Godin reminds us, “Your job isn’t to be the best at everything; it’s to be the best for someone.” This shift in perspective frees us from the grip of ego-driven pursuits and directs our focus toward creating genuine connections and serving others.

In a world that often glorifies self-promotion and individual achievements, it’s crucial to recognize that our true worth lies in our positive influence on those around us. Humility becomes our guiding light, illuminating the path toward meaningful connections and lasting impact.

If we cast aside the mask of self-importance, we can reveal the power of humility. By nurturing genuine connections, practicing empathy, and uplifting others, we not only find fulfillment but can leave a mark on the lives we touch.

In the grand tapestry of existence, not our personal accolades or inflated egos that define us but the meaningful connections we forge and the positive impact we create. Taking one humble step forward and being ready to make a difference in the lives of others will help us carve out a legacy that matters.

Advice to your younger self

Jul 8, 2023

If we knew then what we know now. Reflecting on the advice we’d give our younger selves reveals the growth, wisdom, and resilience that we’ve gained over time. Life’s journey shapes us into calmer, more empathetic individuals. Balancing optimism with lessons from the past is key.

The Danish philosopher Søren Kierkegaard wisely said, ‘Life can only be understood backward, but it must be lived forwards.’ Looking back, we gain valuable insights. Embrace self-compassion, take risks, prioritize well-being, and nurture meaningful relationships. Past trials and triumphs have shaped who we are today.

Advising our younger selves isn’t about regret but recognizing how experiences shape character and values. Sharing insights empowers future generations.

So, what advice would you give your younger self? Embrace the wisdom you’ve gained through time and challenges and turn these into lessons for yourself.

Then ask, ‘Am I living that advice today?’ Inspire yourself with your own words and take action.

Actions, not words

Jul 7, 2023

“Action is the foundational key to all success.” – Pablo Picasso

In the pursuit of our goals and aspirations, it is the actions we take that will lay the groundwork for achievement.

Words alone are not enough; our deliberate actions manifest our dreams and bring about meaningful change in our lives and the world around us.

Resisting atomization

Jul 6, 2023

In the modern world, it often feels like things are falling apart. We live in a time of rapid change, where traditional structures and norms seem to crumble. This phenomenon can be attributed to a concept known as atomization.

Atomization refers to the fragmentation and isolation of individuals and societies. It is the disintegration of cohesive communities, the erosion of shared values, and the increasing focus on individualism. As technology advances and global connectivity grows, we find ourselves more connected than ever, yet paradoxically more detached.

In this atomized existence, we often feel disconnected from others and ourselves. We navigate a sea of fragmented experiences consumed by constant information and distractions. Our attention is pulled in countless directions, leaving us with a sense of overwhelm and disorientation.

To combat the effects of atomization, we must strive for connection and, more importantly, meaning in these connections. Cultivating genuine human connections, fostering empathy, and building communities based on shared values and a common purpose is essential. We must resist the temptation to succumb to the allure of isolation and embrace the power of collective action.

Amidst the chaos and fragmentation, we can reclaim our sense of wholeness. We can counteract the atomization that threatens our well-being and social fabric by seeking balance, prioritizing self-reflection, and engaging in meaningful interactions.

We are not mere atoms drifting in isolation. We are interconnected beings, capable of shaping our destinies and creating a more cohesive, compassionate, and vibrant world. Attaining that requires us to counteract the effects of atomization and instead forge a path toward greater unity, purpose, and fulfillment.

Thrive within boundaries

Jul 5, 2023

Boundaries. We often associate them with limitations and restrictions. However, contrary to popular belief, however, boundaries can be the catalyst that unleashes our creativity and fuels our growth. From childhood to adulthood, and even within organizations, boundaries provide a framework for exploration and self-discovery.

In our early years, we encounter boundaries through rules and guidelines set by parents and educators. While these may seem constricting, they offer a sense of safety and structure that allows us to learn, develop skills, and explore our potential. Boundaries teach us discipline, responsibility, and balancing freedom with accountability.

As adults, boundaries continue to shape our lives. They help us prioritize our time and energy, ensuring we allocate our resources to what truly matters. Setting personal boundaries allows us to establish healthy relationships, maintain work-life balance, and pursue our passions with focus and determination.

Similarly, within organizations, boundaries play a critical role. Clear policies, procedures, and guidelines create a cohesive framework for collaboration and productivity. They foster a sense of fairness, ensure accountability, and enable effective decision-making. Boundaries provide the necessary structure for teams to thrive, encouraging creativity within defined parameters.

Practical examples of thriving within boundaries can be seen in various aspects of life. Take, for instance, the world of art. Artists often work within specific mediums, using defined techniques and guidelines. Yet, within these boundaries, their creativity blossoms as they explore innovative ways to push the limits and express their unique visions.

In technology, programmers and engineers thrive within the boundaries of coding languages and frameworks. These limitations foster problem-solving skills and innovative thinking, often leading to breakthroughs and advancements.

Ultimately, thriving within boundaries is about embracing the balance between structure and freedom. It is about recognizing that limitations can catalyze creativity and growth. By understanding our boundaries, setting realistic goals, and leveraging our unique talents and resources, we can unleash our full potential and make a meaningful impact.

So, let us embrace the power of boundaries in our lives and within organizations. Let us view them as stepping stones toward personal and collective growth. We can transcend limitations and pave the way for extraordinary achievements by harnessing the inherent opportunities within boundaries.

Celebrate

Jul 4, 2023

The 4th of July is a special day in the US and is a reminder of the importance of celebration. It’s a perfect time to reflect on why celebration matters.

Celebration is more than just a moment of joy and festivity. It is a powerful tool that fuels our motivation, strengthens our bonds, and uplifts our spirits. When we celebrate, we acknowledge our achievements, big and small, and honor our progress.

Just like the fireworks that light up the night sky on Independence Day, the celebration illuminates our journey and reminds us of our milestones. It allows us to express gratitude, appreciate the efforts of others, and foster a sense of unity.

Whether it’s a personal accomplishment, a team success, or a milestone in our community, celebrating allows us to pause, savor the moment, and recharge our energy for the road ahead.

Embrace the spirit of independence and infuse our lives with regular celebrations. Honor our achievements, uplift those around us, and create a culture of joy and appreciation.

Celebration is not just for special occasions. It is a mindset we can carry with us daily, bringing light, positivity, and a sense of fulfillment to our lives. Happy 4th of July, and may we always find reasons to celebrate!

The prominence of now

Jul 3, 2023

Living in the past is vicariously through something else, relying on dated achievements to define us. We may think that is us, yet we are no longer that person. It helped define getting us here.

What of the present, since that matters? Our past successes hold no sway over what we can achieve now and in the future. Let go of the past since that will pale with what you are capable of and who you are today.

No small thing

Jul 2, 2023

Time dances, swirling its brush upon our lives. Moments come and go in the grand tapestry of existence, leaving traces upon our souls. What was once personal, tenderly held in the sanctuary of our hearts, becomes a shared legacy. Priorities shift like dunes, shaping new landscapes of importance. Yet amidst the ebb and flow, love remains resolute, an unwavering flame.

As the years weave their intricate patterns, etching lines of experience upon our faces, love’s radiance remains undimmed. It defies the passage of time, for its essence transcends the ephemeral. Love kindles an eternal fire in the depths of our beings, igniting our spirits with its gentle warmth.

Though life’s journey may lead us through valleys of darkness and peaks of triumph, love stands firm, an unwavering companion. It is a beacon of solace, a sanctuary of understanding. Through laughter and tears, life’s joys and sorrows, love is a constant, a source of solace and strength.

Love knows no boundaries. It is transforming. It blossoms in the smallest gestures, the whispered words, the gentle touch. It reaches across time and space, connecting souls with an invisible thread. Love is the fabric that weaves the tapestry of our lives, binding us in a timeless embrace.

Celebrate love’s enduring power. Cherish the moments that bring us closer, and kindle a flame within. We find solace, joy, and a profound sense of belonging in love’s embrace. May its light guide us through the intricacies of life, reminding us that, amidst the ever-changing world, love remains an eternal flame.

Discover love in people, intention, deeds, actions, and purpose. ‘Just be good to yourself.’

Tears for Fears – No small thi ng

The lens of time

Jul 1, 2023

Have you ever noticed how a situation that once seemed daunting can appear entirely different when viewed through time? Whether it’s a workplace dispute, the weight of a clause in an agreement, or the damage to your car, our perception can transform over time.

We often come back a little while later and find that the situation is not as grave, the damage can be fixed, and the terms are less egregious than what they had once seemed. Imagine for a moment the power of shifting our perspective. What if we approached these challenges with curiosity rather than frustration? What if we saw them as opportunities for growth and improvement?

As time unfolds, we often realize that what matters most is not the magnitude of the problem but the chance to learn from it. Each obstacle becomes a precious gift, nudging us towards personal and professional growth. “Every problem is a gift. Without them, we wouldn’t grow.” – Tony Robbins.

Embrace the curiosity that comes with changing perspectives. Instead of succumbing to discouragement, welcome the chance to unravel the hidden lessons. Doing so opens doors to new insights, resilience, and a richer life experience.

Every problem holds the potential to be a catalyst for growth. With a curious mind and an open heart, we can navigate life’s remarkable shifts, emerge wiser, and possibly seem much more fortunate than we ever did. All it takes is a little time.

Create a balanced future

Jun 30, 2023

The role of business in sustainability is immense. Business drives change, when business chooses to. The echoes of the industrial revolution reverberate through history, a testament to humanity’s quest for progress. Yet, in our relentless pursuit of growth and optimization, we have often neglected the delicate equilibrium of our natural resources.

Decades of exploitation and wild abandon have tipped the scales, leaving us with an imbalance that is not sustainable. The consequences of our actions are becoming increasingly evident: climate change, depletion of vital ecosystems, and social inequities.

Amidst this alarming reality, the role of business emerges as a pivotal force for change. Corporations can no longer operate solely for profit and shareholder value. They must embrace a broader purpose encompassing environmental stewardship, social responsibility, and economic resilience.

The business sector holds immense power to shape the future. Businesses can drive meaningful transformation by adopting sustainable practices, investing in renewable energy, minimizing waste, and championing fair trade. They can be catalysts for positive change, leveraging their influence and resources to create a more equitable and sustainable world. Through business, social and economic change can be forced.

However, this responsibility should not rest solely on the shoulders of businesses. Governments, communities, and individuals must collaborate in this shared mission. Together, we can forge a path toward a balanced future where economic prosperity goes hand in hand with environmental integrity and social well-being.

The time for action is now. Through collective efforts, guided by a commitment to sustainability, we can chart a new course, leaving a legacy of stewardship and resilience for generations to come. Let us rise to the challenge and shape a future where business becomes a force for positive change, safeguarding the planet and nurturing the well-being of all.

Placeholders

Jun 29, 2023

We often forget the value of taking a moment to pause and reflect. That’s where placeholders come in. They are the little pauses that keep our place, allowing us to catch our breath and gather our thoughts.

Placeholders allow us to be still, take a step back and assess our progress. But they permit us to appreciate how far we’ve come and envision where we want to go. Placeholders remind us to slow down and be present at the moment.

Whether it’s a few moments of meditation, a quiet walk in nature, or simply sitting in silence, these pauses help us recharge and gain clarity. They give us the space to refocus, recenter, and make intentional choices.

Create a placeholder ritual and value them. They may be small pauses, but they can make a significant impact.

Leading and lagging indicators

Jun 28, 2023

In measurement and analysis, two types of indicators hold significant value: lagging and leading indicators. While they serve different purposes, both are essential for comprehensively understanding performance, progress, and future possibilities. Think of it as balancing the present and the past.

Lagging indicators are retrospective. They provide insights into past events and outcomes, offering a historical perspective on performance. Examples include financial reports, customer satisfaction ratings, or project completion metrics. Lagging indicators are valuable in assessing the effectiveness of past strategies and actions, providing a benchmark for evaluating success and identifying areas for improvement.

On the other hand, leading indicators focus on the future. They provide early signals and predictive insights that enable proactive decision-making. Leading indicators act as beacons, guiding organizations toward desired outcomes. These indicators include market trends, customer feedback, and leading economic indicators. Organizations can adapt swiftly to changing circumstances by monitoring leading indicators, ensuring a competitive edge and sustainable growth.

Both lagging and leading indicators are necessary for informed decision-making. Lagging indicators provide a retrospective assessment of what has occurred, while leading indicators empower organizations to anticipate future trends and take proactive steps.

To achieve success, organizations must strike a delicate balance between the two. Relying solely on lagging indicators may lead to a reactive approach, missing out on emerging opportunities or failing to address potential challenges. Similarly, solely relying on leading indicators can be risky, as predictions may not always align with reality.

Practical analysis requires a holistic approach, leveraging lagging indicators to learn from the past and leading indicators to shape the future. By combining historical insights with predictive foresight, organizations can create a comprehensive strategy that drives continuous improvement, innovation, and sustainable success.

In essence, lagging and leading indicators complement each other, forming a dynamic duo in pursuing excellence. Embracing the power of both, organizations can navigate uncertainty, seize opportunities, and confidently achieve their goals.

Kind candor

Jun 27, 2023

When it comes to communication, practicing radical candor does not mean you have a license to be an unkind, insensitive jerk—quite the contrary. Embracing kindness is the key to leaving a positive, lasting impact on others.

Sure, in the heat of the moment, it may feel easier to be harsh or dismissive. But remember, how you treat people matters. Long after the project is finished, the event is over, or the deadline has passed, the memory of how you made others feel remains.

Choosing kindness shows respect and empathy and fosters trust collaboration, and mutual growth. It creates an environment where ideas can flourish, and individuals feel safe to share their thoughts and concerns openly.

Being remembered for your kindness will have a ripple effect. People will not only appreciate your sincerity, but they will also admire your ability to balance honesty with empathy. Your genuine care and consideration will forge stronger relationships and build a positive reputation.

So, as you navigate the challenges of professional life, remember the lasting impact you have on others. Choose your words wisely, offer feedback with empathy, and always prioritize kindness. By doing so, others will remember you for all the right reasons and the legacy that inspires them to do the same.

In the end, it’s your call. Will you be the person who uplifts and empowers or the one who tears down and diminishes? Choose kindness, and watch the positive effects ripple through your personal and professional endeavors.

The art of taking action

Jun 26, 2023

We often find ourselves waiting for the perfect moment, the ideal circumstances, or the feeling of complete preparedness before acting. We are waiting for a date. The new year, quarter, month, week, anniversary, etc. But here’s the truth: you will never be fully ready. The perfect alignment of stars may never come, and that’s okay.

Delaying action only prolongs progress and stifles growth. The key lies in accepting imperfection and understanding that taking imperfect action is better than doing nothing. It’s a leap of faith into the unknown, where change and growth thrive.

Embrace the notion of being prepared to change and pivot along the way. Life is unpredictable, and circumstances shift. Flexibility and adaptability are your allies in the face of uncertainty. Embrace the art of learning on the go and adjusting your course as needed.

Fear may whisper doubts in your ear, but courage lies in taking that first step, even amidst uncertainty. Each step forward builds momentum, propelling you closer to your goals.

Release the illusion of readiness and seize the moment. Align with the discomfort of the unknown and let it fuel your journey. Be open to learning, adjusting, and evolving as you go. Most importantly, action is the catalyst for progress.

The path to success is not paved with flawless plans or complete preparedness. It’s paved with courage, resilience, and a willingness to embrace imperfection. Act, knowing that the only failure lies in standing still. There is transformative power in taking imperfect action, and watch as it propels you toward a future of growth, fulfillment, and endless possibilities.

Enigmas and the present

Jun 25, 2023

Each day, 24 hours to seize.

No rewinds, just memories.

The future? Uncertain. Likely a wild ride.

Predictions? Tantalizing, but we can’t hide.

Embrace the present, the unknown.

Live each day fiercely, seeds of greatness sown.

Stop the madness

Jun 24, 2023

The poaching of rhinos for their horns is an alarming issue driven by misguided beliefs and a lack of understanding. Sadly, the demand for rhino horn powder persists, despite the absence of any scientific evidence supporting its supposed magical powers. It’s time to put an end to this madness and prioritize the protection of these majestic creatures and the preservation of our planet.

The consequences of rhino poaching are severe. Over many decades, persistent hunting and habitat loss have pushed rhino populations to the brink of extinction. Today, three rhino species—the black, Javan, and Sumatran—face critical endangerment, with only a few individuals surviving outside protected areas.

But there is hope. As individuals, we possess the power to make a positive impact. While caring for our fellow humans is essential, we also bear the responsibility of safeguarding our natural environment and its incredible diversity. Every action, no matter how small, can contribute to the preservation of rhinos and the well-being of our planet.

Educating ourselves and raising awareness are key steps in combating this crisis. By learning about the realities of rhino poaching and sharing that knowledge with others, we can foster a sense of urgency and collective responsibility. Supporting reputable conservation organizations, advocating for stricter legislation, and promoting sustainable practices are tangible ways to make a difference.

Together, we can halt the madness of rhino poaching and ensure a future where these magnificent creatures thrive in their natural habitats. By standing united and taking decisive action, we can protect not only rhinos but also the fragile balance of our ecosystems. Let us forge a path toward a brighter future where the beauty and diversity of our planet are cherished for generations to come.

Save the rhino

Those difficult discussions

Jun 23, 2023

We’ve all been there—the dreaded difficult discussion. The kind of conversation that makes our palms sweaty and our hearts race. It’s natural to want to avoid them, but the truth is difficult discussions are necessary, and they can be incredibly productive if approached with the right mindset and skills.

Difficult discussions are essential for growth and progress. They allow us to address issues, resolve conflicts, and find common ground. As Patrick Lencioni, the renowned team development consultant, states, avoiding conflict is the second impediment to dysfunctional teams. Avoiding difficult discussions leads to simmering tensions and unspoken concerns, which can harm relationships and hinder personal and professional development in the long run. If we put off the debate, when it does occur, it will be more awkward and harder to face than it would have initially been. The lingering doubts or concerns will ultimately destroy personal or professional relationships if we refrain altogether. And frankly, the issues you see, many others will do too, and your inability to address the subject reflects on your leadership

How do we make difficult discussions effective? Here are a few essential tips:

Create a safe space: Start by setting the right tone. Create an environment where everyone feels comfortable expressing their thoughts and emotions without fear of judgment or reprisal. Be mindful of your body language, tone of voice, and choice of words to foster an atmosphere of openness and respect.
Active listening: Practice listening to understand the other person’s perspective truly. Give them your full attention, maintain eye contact, and avoid interrupting. Show empathy and validate their feelings, even if you disagree. This lays the foundation for a constructive dialogue.
Choose the right time and place: Timing is crucial for difficult discussions. Find a time when both parties are calm and can devote their full attention. Consider selecting a neutral and private setting to minimize distractions and maintain confidentiality.
Focus on the issue, not the person: The goal is to address the problem, not attack the individual. Use “I” statements to express your concerns and avoid blaming or accusing language. Keep the conversation focused on the issue and brainstorm potential solutions together.
Seek common ground: Look for areas of agreement and shared goals. Emphasize the importance of finding a win-win solution that benefits both parties. Collaborate on finding compromises and exploring different perspectives. It’s not about winning an argument but finding a resolution.
Practice emotional intelligence: Difficult discussions can be emotionally charged, so managing your emotions is crucial. Take deep breaths, pause when needed, and choose your words carefully. Stay calm and composed, and encourage the same from the other person.

The prickly and challenging discussions are an opportunity for growth and understanding. They can strengthen relationships, foster innovation, and lead to positive change. Embrace them with an open mind and a willingness to listen and learn.

Navigate these conversations with kindness, empathy, and a genuine desire to find common ground. Master the art of difficult discussions to build stronger connections and create improved harmony, one conversation at a time.

Good ideas

Jun 22, 2023

Matt Damon was sharing a story of a discussion between him and Ben Affleck when they were 20 years old, to which his friend and collaborator said to him, ‘Judge me on how good my good ideas are, and not how bad my bad ideas are.’

When good ideas flow, we will likely create momentum for more good ideas, which will persist, while bad ideas may appear, and we can move on, for only if we permit a flow of all ideas do we have any hope of catching the good as well.

Creativity and brilliance require failure too. What is essential is that we keep working at it. Day after day. The frequency will ensure the averages remain and even improve, but the average is nil without any activity.

Suddenly summer

Jun 21, 2023

Ah, suddenly, summer is upon us! It’s a time when the world transforms, and possibilities seem endless. Summer is for basking in sunshine-kissed days and savoring the sweetness of life. It’s a season of carefree adventures, lazy afternoons, and whimsical dreams.

So, what is summer for? It’s for dancing barefoot on the warm sand, chasing fireflies as they twinkle in the twilight, and indulging in the juicy delights of watermelon. It’s for picnics in the park, laughter-filled road trips, and gazing up at the star-studded night sky.

Summer invites us to dive into sparkling pools, explore hidden coves, and feel the refreshing splash of waves against our skin. It’s for savoring the taste of ice cream dripping down our chins and relishing the vibrant hues of blooming flowers.

To make the most of summer, let’s embrace every fleeting moment. Seek new experiences, reconnect with loved ones, and venture into the great outdoors. Let the sun kiss your cheeks, let laughter fill the air, and let your spirit soar with joy.

Summer beckons us to slow down, savor simple pleasures, and revel in the world’s beauty. So, go ahead, create memories, embark on adventures, and let the magic of summer infuse every fiber of your being. The stage is set, and the world is yours to explore. Let the enchantment of summer guide you on a delightful journey of discovery.

Grace in punctuality

Jun 20, 2023

Being on time is more than a mere habit; it reflects our respect for others and our value of their time as much as ours. When we arrive promptly, we demonstrate reliability, consideration, and professionalism. The NFL Coach, Tom Coughlin, used to tell his teams, ‘If you are on time, you are late.’

Punctuality shows that we honor commitments and recognize the impact of our actions on those around us. It builds trust, fosters more robust relationships, and enhances our reputation. Conversely, chronic lateness erodes trust and breeds frustration.

Cultivating punctuality requires prioritizing planning, setting realistic deadlines, and allowing for unforeseen circumstances. Arriving early provides a buffer, enabling us to prepare and accommodate any unexpected delays.

Respecting others’ time means minimizing distractions, honoring deadlines, and communicating effectively. It requires recognizing that every moment wasted is an opportunity lost.

Something we are all challenged with is meetings. Simply make the meetings 25 minutes or 50 rather than the traditional half and full hour. Inform attendees before and the reason for that. Similarly, if you are late for whatever reason, let people know. Their time, while it may appear invaluable to you, is valuable to them.

Let us embrace punctuality as a virtue. By doing so, we elevate ourselves and foster a culture of mutual respect and consideration, enriching our personal and professional interactions.

And thank you for your time.

A tapestry of possibilities

Jun 19, 2023

Today in the US, we celebrate Juneteenth, the ideals of possibility. Where history dances with hope, it’s a journey of liberation, shedding the weight of the past and embracing a future filled with unity and justice.

The stories of resilience and triumph, hidden gems awaiting discovery. A celebration of freedom’s harmony. Imagine a sunlit landscape where equality takes root, blossoming into a tapestry of inclusion. Ignite the embers of empathy, provoking conversations that bridge divides. Paint a world where strokes of compassion and love transform the canvas of humanity. Join the powerful current of collective action, dismantling barriers and amplifying voices. In the tapestry of Juneteenth, glimpse the promise of a brighter tomorrow. While we have come far, the journey is long, and some will always lead along the path of boundless possibilities, choosing hope over fear. Today is that reminder of where we have come from and left behind and a stark reminder of where we need to get to and continue to move toward. It requires action.

“May your choices reflect your hopes, not your fears.” – Nelson Mandela

The greatest title ever

Jun 18, 2023

In life, we may be afforded many titles that are often bestowed upon us because of achievements, accolades, awards or possibly birthright. Yet, none are more rewarding than that of Dad. It is a title that brings immense gratification and fulfillment but also comes with great responsibility.

Being a father goes beyond the biological connection. It is a role that transcends boundaries and encompasses unconditional love, unwavering support, and the ability to shape another human being’s life. It is in the moments of laughter, tears, failure, and shared experiences that the true essence of being a dad is revealed.

The rewards of fatherhood are almost eternal. The joy of witnessing your child’s milestones, the pride in their accomplishments, and the unconditional love that flows between you are immeasurable. The bond formed with your child withstands the test of time and remains a source of strength and comfort.

American author Kent Nerburn beautifully captures the essence of fatherhood: “It is much easier to become a father than to be one.” Being a dad requires continuous commitment, selflessness, and a deep understanding of your child’s needs. It is through your actions, guidance, and presence that you shape their character and contribute to their growth.

As a dad, you have the opportunity to leave a lasting legacy. The values you instill, the memories you create, and the love you give become part of your child’s foundation. The rewards of being a dad extend far beyond your lifetime, impacting future generations.

Relish the greatest title ever—Dad. Treasure the moments, embrace the responsibility, and celebrate the eternal rewards that come with it. Being a dad is a journey of love, growth, and connection that shapes lives and leaves an indelible mark on the world.

Similarly, mothers would agree that Mom is a title that brings similar pride and joy.

Happy Father’s Day.

Illuminating an inner torch

Jun 17, 2023

‘This is the true joy in life, being used for a purpose recognized by yourself as a mighty one. Being a force of nature instead of a feverish, selfish little clod of ailments and grievances, complaining that the world will not devote itself to making you happy. I am of the opinion that my life belongs to the whole community and as long as I live, it is my privilege to do for it what I can. I want to be thoroughly used up when I die, for the harder I work, the more I live. I rejoice in life for its own sake. Life is no brief candle to me. It is a sort of splendid torch which I have got hold of for the moment and I want to make it burn as brightly as possible before handing it on to future generations.” ― George Bernard Shaw

Adapting to new employee expectations

Jun 16, 2023

Gone are the days when employees blindly followed instructions from their leaders. The landscape is shifting, and people’s expectations have transformed.

Leadership, however, often remains stagnant. The demands placed on leaders have changed, and it’s necessary to evolve accordingly. For many leaders, especially those who have been working for decades, there is a sense that ‘This is not how we were.’ And true, and thankfully too.

Today’s workforce seeks more than just instructions; they yearn for inspiration, collaboration, and purpose. Leaders must adapt, becoming facilitators of growth and empowering their teams to thrive.

The bar has been raised, requiring leadership to rise to the challenge. It’s not about commanding and controlling but rather about guiding and nurturing. Embracing this expectation shift is essential for leaders to build engaged, motivated, and high-performing teams.

It’s time for leaders to embrace the changing tides, revitalize their approach, and lead with empathy, authenticity, and a deep understanding of the evolving needs of their employees. Together, let us redefine leadership and unlock the true potential of individuals and organizations.

Navigating the complexities of doublethink

Jun 15, 2023

In a world of ever-increasing information and diverging perspectives, doublethink becomes relevant. Coined by George Orwell in his novel “1984,” doublethink is the ability to simultaneously hold contradictory beliefs. It is a mental tightrope walk that challenges our rationality and forces us to confront the complexities of our thinking. Yet, while challenging, we walk it daily. If I buy that cream, I look radiant and people will find me attractive. I cannot perform because others micromanage me, and the list continues.

Doublethink manifests when we reconcile opposing viewpoints or accept conflicting ideas without acknowledging their incongruity. It can arise from societal pressure, cognitive dissonance, or the desire to conform. However, it comes at a cost, eroding critical thinking and hindering genuine intellectual growth.

To navigate this cognitive dissonance, we must cultivate self-awareness, question our beliefs, and seek diverse perspectives. By acknowledging our biases and embracing intellectual honesty, we can strive for coherence and consistency in our thinking.

While doublethink may offer a temporary refuge, embracing intellectual integrity fosters personal growth and a deeper understanding of the world. Through honest reflection and an openness to challenging our assumptions, we can break free from the paradoxes of doublethink and forge a path toward clarity and intellectual authenticity.

Mastering time management for success

Jun 14, 2023

The biggest issue any leader and manager will profess is, ‘I don’t have time.’ Sound familiar. In the quest for productivity and balance, one crucial aspect stands out: effective personal time and schedule management. It’s a skill that can transform your days, allowing you to accomplish more while maintaining control and well-being. Let’s explore some strategies to help you navigate this path to success.

Begin by setting clear goals and priorities. Identify what truly matters to you and establish a roadmap for your desired achievements. With a clear destination, you can better allocate your time and effort.

Crafting a structured schedule is paramount. Plan your days by allocating dedicated time blocks for different activities. This deliberate approach brings order to your tasks and ensures that important responsibilities receive the attention they deserve.

Saying no is a skill that champions of time management embrace. Learn to decline requests or commitments that don’t align with your priorities or overwhelm your schedule. By setting healthy boundaries, you protect your time and preserve your focus.

Delegate tasks when possible. Recognize that you don’t have to shoulder every responsibility alone. Entrusting others with appropriate tasks allows you to leverage their strengths while freeing up your time for more critical endeavors.

Be mindful of distractions. Identify the culprits that steal your attention and find strategies to minimize their impact. Silence notifications, create a dedicated work environment, or utilize productivity tools to maintain concentration.

Taking regular breaks is essential. Allow yourself moments of rest and rejuvenation. Research has shown that brief respites can enhance productivity and creativity. Embrace these interludes to recharge and maintain a sustainable pace.

Periodically review and adjust your approach. Reflect on what’s working and what isn’t. Be open to adapting your strategies as needed to optimize your time management system. It’s an ongoing process of refinement and improvement.

Personal time and schedule management is a unique journey. Experiment with different techniques, stay disciplined and remain adaptable. With practice, you’ll uncover the best strategies for you, leading to enhanced productivity, balance, and a greater sense of fulfillment in your daily life.

Decode character through words

Jun 13, 2023

In the words of the acclaimed band Crowded House. “You can tell a man by his words.” Within this simple lyric lies a profound truth that holds the key to understanding one’s character, values, and lasting impact.

Words possess an extraordinary power to reveal the essence of a person’s true nature. They act as a mirror, reflecting the depths of one’s soul and laying bare their beliefs and principles. Individuals leave an indelible imprint on those around them through their carefully chosen expressions.

Take a moment to ponder the significance of these words. They are not mere vessels of communication; they are markers of authenticity. Every syllable uttered reflects the thoughts, emotions, and intentions within. They shape relationships, inspire action, and define one’s legacy.

In a world filled with noise and distraction, words are important. They possess the potential to heal or harm, to uplift or demean. By carefully choosing our words, we can create a ripple effect of positivity and connection.

Reflect on the wisdom of Crowded House and become vigilant observers of our own words. Strive for clarity, empathy, and integrity in our communication, for it is through our words that we reveal our true selves and leave our mark on the world around us.

It’s not over

Jun 12, 2023

The race is finally over. Sixty-two teams and 182 drivers competed. Forty cars completed the 24 hours, and only four cars were category winners. Yet, the field will be even bigger next year. Why do organizations do this? With its lessons of resilience, adaptability, and determination, the spirit of Le Mans holds valuable insights for organizations striving for success in today’s dynamic business landscape.

Embrace the underdog mentality: Just like underdog teams at Le Mans, organizations should never underestimate their potential to achieve greatness. Embrace the mindset of challenging the status quo, taking risks, and leveraging your unique strengths to disrupt the industry.
Stay in the race: Setbacks are inevitable, but true resilience lies in staying committed and focused on the end goal. When faced with challenges, organizations should remain determined, seek innovative solutions, learn from failures, and persist despite adversity.
If, at first, you don’t succeed. Try again. The heartache of failure of missing the podium, dropping out after months and years of preparation, and almost completing the task can devastate many. Yet, teams come back. What is not a win is a learning opportunity. Organizations may not always attain success, yet if that is your purpose and your goal is well-defined, adapt and come back.

The race is grueling. So is the purpose you have set. Staying in it regardless is what matters. You can overcome adversity, and while winning is the most satisfying goal, it is not why we do it. And the work begins tomorrow for the race next year. It’s not over, but let’s celebrate each milestone and commit to the process.

Lessons from the 24 hours of Le Mans

Yes, I did watch no less than 19 hours of the 24-hour race. The grit, purpose and passion are inspiring in themselves.

Lessons from the 24 Hours of Le Mans

Jun 11, 2023

The 24 Hours of Le Mans is the world’s oldest active endurance sports car race that, as the name suggests, is non-stop for 24 hours, in all weather conditions, and is the culmination of often months, if not years, of planning and preparation. High-performance cars in various categories compete on speed, endurance, and tactics. The race itself reflects valuable lessons about life and business. This thrilling event, where teams compete for an entire day and night, embodies the essence of perseverance, teamwork, strategy, and resilience.

Le Mans teaches us the importance of endurance. Life and business are marathons, not sprints. It requires mental and physical stamina to overcome challenges, adapt to changing conditions, and focus on the end goal. Teams progress slowly, deliberately, and consistently; setbacks are just that.

Teamwork is another vital lesson. The race is not won by individual efforts but by the seamless coordination of drivers, pit crews, strategists, and engineers. Similarly, in life and business, success is often the result of collaboration, effective communication, and leveraging the diverse strengths of a team.

Le Mans also highlights the significance of strategy. Teams must carefully plan pit stops, driver rotations, and fuel consumption to optimize their performance and maintain a competitive edge. Likewise, strategic decision-making, forward-thinking, and adapting to market dynamics are crucial for long-term business success.

Resilience is a crucial attribute demonstrated at Le Mans. Despite setbacks, mechanical failures, or unexpected weather conditions, teams persevere and find ways to stay in the race. This ability to bounce back and keep going is invaluable in navigating the ups and downs of life and business.

The race includes several categories wherein cars of a specific class compete. There si no single race, yet one where you are pitted against your equals. Ultimately teams are competing more within themselves. As individuals and businesses, we need to appreciate who we are competing against. Initially, ourselves, then others who are of a similar level, but there is no point in comparing unrealistically.

In essence, the 24 Hours of Le Mans serves as a metaphor for daily challenges. It reminds us to embrace endurance, foster teamwork, implement effective strategies, and cultivate resilience. By applying these lessons to our endeavors, we can strive for greatness, overcome obstacles, and ultimately succeed in life and business.

When compliments are no more

Jun 10, 2023

Excessive compliments can dilute genuine appreciation, rendering them insincere and meaningless. Instead, let’s value quality over quantity, offering heartfelt and specific compliments that truly resonate, make a positive impact, and are always heartfelt..

Authenticity is key in building meaningful connections and fostering genuine appreciation.

Your peak time

Jun 9, 2023

Why do you perform better at some stages of the day while others seem to lag, and other times you fade away, and they thrive? Understanding our chronotype holds the key to optimizing our productivity and well-being. A chronotype refers to our biological predisposition regarding sleep patterns and energy levels throughout the day. Paying attention to our chronotype can align our activities with our body’s natural rhythms, maximizing efficiency and effectiveness.

Whether you identify as a morning lark, a night owl, or somewhere in between, acknowledging your chronotype empowers you to schedule tasks accordingly. For instance, morning larks may prioritize challenging jobs in the early hours when their cognitive abilities peak, while night owls can harness their creativity during late-night hours.

By honoring our chronotype, we can capitalize on moments of peak performance, prevent burnout, and maintain a healthy work-life balance. Embrace the power of understanding your chronotype, and unlock the potential for greater productivity and fulfillment in all aspects of life.

Collective importance

Jun 8, 2023

Amid what feels like endless meetings or Zoom calls, dismissing some as unimportant and a waste of time is easy. However, what may seem insignificant to you could hold immense value to someone else.

Our own needs and satisfaction do not solely determine the importance of a task or interaction. It’s about the bigger picture and what we are collectively working towards. While personal pursuits deserve attention, collaborative endeavors require a different mindset.

Let’s reflect on our perspective, reposition ourselves to see the broader impact, and rejoice in the power of working together. By embracing a mindset that values collaboration and shared goals, we can unlock the true potential of collective efforts and make a meaningful difference.

Achieving harmony in time management

Jun 7, 2023

In effective time management, two distinct strategies emerge, vertical and horizontal scheduling. To unlock the full potential of our time, it’s crucial to grasp the nuances of these approaches and discover the equilibrium that suits our individual needs.

Vertical scheduling, the conventional method, entails allotting specific time blocks for various tasks or activities. We allocate dedicated time slots to work, personal commitments, and leisure by constructing a structured timetable or schedule. This approach cultivates discipline and focus, ensuring that essential tasks receive the attention they deserve. Think of your typical daily schedule.

In contrast, horizontal scheduling emphasizes flexibility and adaptability. Rather than rigid time blocks, it prioritizes tasks and their natural flow. With this approach, we allocate time blocks based on task importance and adjust them as circumstances evolve. This fluidity enables us to address unexpected demands and embrace moments of creative inspiration.

The essence of effective time management lies in striking a harmonious balance between these two strategies. Vertical scheduling imparts structure and discipline, while horizontal scheduling offers the freedom to respond to dynamic situations. By blending both strategies’ strengths, we create a personalized schedule that accommodates crucial tasks, maintains focus, and allows room for creativity and spontaneity.

Discovering the ideal rhythm requires experimentation and self-reflection. Some days necessitate a structured vertical schedule, while others benefit from the flexibility of a horizontal approach. The aim is not to rigidly adhere to one method but to forge a tailored system that optimizes productivity, nurtures well-being, and unleashes our time’s full potential.

Ultimately, we aim for a time management approach harmonizing with our unique needs and circumstances. By embracing the fusion of vertical and horizontal scheduling, we empower ourselves to thrive professionally and personally, unlocking a world of possibilities in the realm of time mastery.

Unleashing the power of others

Jun 6, 2023

In the realm of leadership, one extraordinary concept stands tall: servant leadership. It transcends conventional approaches by empowering others through service, as exemplified by visionary leaders.

Servant leaders prioritize the growth and well-being of their team, putting their needs above their own. They listen intently, empathize deeply, and actively support their development. Instead of asserting authority, they lead by example and cultivate a climate of collaboration and trust. Stephen Covey, the renowned leadership author, stated, ‘It has generally been my experience that the very top people of truly great organizations are servant-leaders.’

This transformative leadership style is driven by humility, empathy, and selflessness. Servant leaders foster an environment where individuals can flourish, allowing their full potential to blossom. By igniting a sense of ownership and commitment, they create a culture of shared purpose.

Servant leadership isn’t just a leadership style; it’s a philosophy that inspires others to lead in their own right. It radiates a positive influence that extends far beyond the organization, creating a ripple effect of excellence and impact.

Servant leadership shines as a guiding light in a world yearning for genuine leadership. It unlocks the power of individuals and organizations, paving the way for a future where leadership is defined by service, compassion, and the elevation of all.

The power of servant leadership extends beyond quantifiable measures. Its impact lies in nurturing a positive environment, promoting personal growth, and inspiring individuals to contribute to the organization’s and community’s success.
‘The best way to find yourself is to lose yourself in the service of others.’ — Mahatma Gandhi

Showing up

Jun 5, 2023

Organizations in the hospitality industry are facing an almost unprecedented personnel problem. The issue is not theirs alone but one that afflicts many organizations. The problem is people are not showing up for work, and it hits small private businesses really hard, crippling them.

Owners and leaders complain that ‘individuals are not what they used to be.’ So true. But then, times, too, have changed. If you are going to prepare a letter, is a typewriter your chosen device? Likely not. There are several far more convenient options available, so why would you use something less efficient and effective?

Why would someone show up when they may have something better to do that gives them satisfaction and there is appreciation? Yes, they have a job, but then again, possibly the work, environment, culture, and people do not motivate them or allow them to feel they are valued. Today more than ever, people have options. The individual who is taking excessive sick leave may be ill, or possibly they may feel their work is making them ill.

What are you doing as an organization that inspires and excites employees to spend time with you? Financial compensation is a start, but it does not solve the problem. Look at the team and look at the behaviors. If it is not aligned with your expectations, likely, you do not have the right expectations in place for your team or yourself.

Switching drivers

Jun 4, 2023

If someone cuts you off while driving, you will likely be annoyed, frustrated, and possibly even angry.

If you cut someone else off, it is always with good reason and justification.

It depends on who is driving. So why not always look at it from your view as the driver? Always!

Color of our coats

Jun 3, 2023

In the American Civil War, the opposing sides were distinguished by the color of their coats: gray for the South and blue for the North. Though they appeared similar, they were engaged in a battle. While most of us may not be at war in the traditional sense, we fight internal battles daily. Some challenges stem from external sources, but our rhetoric often creates the most impactful struggles.

Amidst the chaos, we often overlook that we are all fighting our battles. We may find ourselves at odds with others, but underlying traits of commonality are waiting to be discovered. So instead of perpetuating differences, let us approach each situation with curiosity, questioning our beliefs and seeking common ground.

It is easy to succumb to extremes, clinging to beliefs and behaviors simply because they align with who we think we are. Yet, we must acknowledge our inherent hypocrisy, as these beliefs only hold when they support the narratives we perpetuate. So why do we remain inflexible in some situations while unpredictably adaptable in others?

Let us engage in deep self-reflection to unravel the layers of our beliefs. Through this introspection, we may gain valuable insights, even about ourselves. Why do we choose sides yet readily change our coats? Exploring these questions opens the door to personal growth.

In the words of Socrates, “An unexamined life is not worth living.” It takes courage to examine our beliefs, challenge our assumptions, and strive to find common ground. We can foster understanding, build bridges, and create a world where unity prevails over division.

“In diversity, there is beauty, and there is strength.” – Maya Angelou

Knowing what the job is

Jun 2, 2023

Most job descriptions are poorly written. Not that there is a lack of detail, considering there are usually two to three pages filled with information about the company, the core values, all the duties of the role, and who they will report to and who will report to them, as well as all the experience and expertise required for the role.

What is missing is clarity of the most important functions for that role and what accountability is. Not a grocery list, but rather no more than three functions. After all, what do they need to focus on? What is rarely reflected is success and how we can measure it.

Often job descriptions fail to describe what we truly seek and expect. If we state the three important functions and the measures of success clearly, we may attain greater success in who we attract and the outcomes for the position.

The other perspective

Jun 1, 2023

We all get stuck. That is true—likely not because of thoughts and intentions but more so as a consequence of them. We go in circles and often dragging us further into uncertainty.

Others can help. They do not appreciate the extent and magnitude of your situation and will likely be able to resolve the challenge for you. Nor should they.

They may be able to help you reveal the element that is missing in your thinking. An alternate approach that clears the path for you. No, a quick remedy, but instead, offering another perspective. One for you to act on or at least question past ideals.

Be the boss

May 31, 2023

You have no option. You have no agency. You have no choice. If that is true, you may need to quit. You do likely have options, agency, and choice. What instead is true is we would rather complain about how others are suppressing ourselves rather than take the initiative.

We all can make a difference. We are all, in many capacities, the boss of something. Find the function you are the boss of and make choices. Ultimately, we have far more power than we give ourselves credit for.

Ask the question

May 30, 2023

How often have you not pondered what to do next for days or felt uncertain, confused, disappointed, and even allowed self-doubt and insecurity to creep in? Sometimes it may only be a few hours you feel like this, but it can extend into days and even weeks.

Yet, if we ask the question, more than likely, the answer is simple, and the uncertainty lifts, and with that, some level of anxiety.

Stories of courage and reflection

May 29, 2023

As Memorial Day dawns in the US, we embark on a journey of remembrance, celebrating the remarkable events, individuals, and acts of heroism that shaped our nation’s tapestry.

“Freedom makes a huge requirement of every human being. With freedom comes responsibility.” – Eleanor Roosevelt

Amidst the traditional festivities and gatherings, may we also take a moment to reflect on the significance of the day and the people we remember. Who were the brave souls behind the stories? What inspired their unwavering commitment to protecting cherished values?

As we delve into the narratives of courage, we uncover the extraordinary resilience within us all. Each tale is a thread weaving our collective history, reminding us of the indomitable human spirit.

This Memorial Day, let’s cultivate an inquisitive spirit, seeking to understand the sacrifices and unwavering resolve of those who stood firm. Through reflection and appreciation, we honor their legacy, and their stories become the seeds that inspire our acts of bravery and compassion.

Every breath we take

May 28, 2023

In our fast-paced world, we often find ourselves caught up in the past or the future, neglecting the present moment. Marshall Goldsmith, a renowned leadership coach, introduces the Every Breath paradigm from Buddhism as a remedy for this. It emphasizes the uniqueness of each breath, urging us to let go of the past and the future and fully embrace the present.

By focusing on our breath, we cultivate mindfulness and awareness. We become attuned to the sensations in our body, the rhythm of our breath, and the changes in our emotional and mental states. This practice liberates us from past regrets and future anxieties, enabling us to experience the richness of the present moment.

The Every Breath paradigm encourages acceptance and non-judgment. It allows each breath to be a fresh start, a chance to release past mistakes and approach the present with curiosity and gratitude. By incorporating this practice into our lives, we enhance our well-being, deepen our connections with others, and live with intention and purpose.

So, take a moment in your day to pause and appreciate the power of your breath. Feel the air entering your lungs, and recognize the miracle of life within you. Embrace the Every Breath paradigm and unlock the transformative potential of living fully in the present.

Nature’s healing gift through birdsong

May 27, 2023

Amid our bustling world, a hidden sanctuary beckons—birdsong, a symphony of serenity and solace. Picture a vibrant cityscape, its rhythm infused with the hurried footsteps of its inhabitants. Yet, within this urban tapestry lies a tranquil park, where feathered troubadours take center stage, their melodious offerings weaving enchantment.

As visitors step into this haven, a remarkable transformation unfolds. The ethereal melodies work their subtle magic, unraveling stress and worry. Blood pressure recedes, muscles relax, and a calm embrace envelops weary souls. But bird song’s healing power extends beyond serenity; it awakens joy and contentment, releasing endorphins that elevate spirits to new heights.

Moreover, these harmonies kindle cognitive prowess. Listening to intricate patterns sharpens auditory acuity, attuning our senses to subtleties. Our minds transcend the mundane, embracing boundless creativity and imagination, transported by the chorus of nature’s composers.

Yet, bird song’s greatest gift lies in its ability to reconnect us with nature’s majesty. Amidst the concrete jungle, it is a gentle reminder of life’s vibrant tapestry. The melodies reawaken awe, stirring reverence for the natural world. In this profound connection, we find solace, restoration, and a renewed sense of belonging.

Pause amidst life’s frenzy, and listen intently. Seek out the hidden concerts performed by our feathered companions. Immerse yourself in their healing harmonies, letting serenity and joy wash over you. Within their songs lies an invitation—to rediscover the present moment, embrace the melodies resonating within your soul, and find solace amidst life’s symphony. Let bird song be nature’s balm, harmonizing your being with its transformative power.

Mastering a language: Focus equals success

May 26, 2023

Learning a new language is daunting. Juggling two or more? Recipe for disaster. Our effectiveness plummets, progress stalls, and we may abandon ship. The solution? Choose one language. Dedicate time, evaluate progress, and watch your efficiency soar.

The same applies to work. Too many priorities mean none at all. Little success, lots of abandoned tasks. Scrutinize focus and actions. The correlation to results is crystal clear. This is life—mastering focus equals triumph.

Embrace the overflow

May 25, 2023

In a scarcity-obsessed world, it’s time to shift our mindset and embrace abundance. The scarcity mentality keeps us trapped, always longing for more and fearing there won’t be enough. But what if we choose a different perspective?

An abundance mindset is about recognizing limitless possibilities, abundant resources, and potential growth. It’s shifting from lack to plenty.

Let’s appreciate what we have instead of fixating on what’s lacking. Gratitude for existing abundance opens us to attract more.

Abundance isn’t just about material wealth; it’s a mindset of opportunity. Believing there’s enough success, love, and happiness for everyone fosters collaboration, innovation, and generosity.

Break free from scarcity. Choose abundance. Believe there’s enough. Embrace the overflow and watch your world expand. Abundance isn’t just a mindset; it’s a way of life. Live abundantly, and experience the magic when we let go of scarcity and choose abundance.

Exploring

May 24, 2023

One of the greatest surprises is when one ventures into an area or city you have never been to. At least, that is my overall sense. The thrill and anticipation of what one may find and discover. On safari, this sense is apparent each day where even though you may have familiarity with the terrain, you will never be confident about what you may find and where and when you will find it.

There in is the beauty—the exploration itself, not the find. If we begin each day, or at least regularly, and go exploring, what surprises may unfold?

VIP status

May 23, 2023

The status of VIP is a privilege earned and granted by meeting specific criteria set by the organization. You receive special treatment, offers, or benefits in return for the status. You get them almost daily, labeled Silver, Gold, Platinum, Diamond, etc.

Then the organization rolls out other offers, your standing changes, and your importance appears to subside and almost diminish to none. Just think of standing in line to board a plane – they will get to your status eventually. Almost annually, new programs are added, and so do your advantages.

When an organization establishes a bond, it is necessary to maintain it. It was a promise, an intention, and the expectation set is the one the other party will demand. If we unilaterally alter our position and thinking, we can fully expect the other party may look elsewhere for the status that makes them very important.

Deck of cards

May 22, 2023

The cards are shuffled and sequentially dealt out to each of the players. You have no idea what you may get. You pick them up and review your hand. Whether you are playing for fun or to win, you have an immediate reaction. It may range from and include joy, confusion, disappointment, and concern.

Now the fun begins. For most of us, the joy will come from the supposed chance to win. We do not know what to expect from our opponents and the deck. You make a move. You wait, and others do too. In time you discover you may have won; in other situations, and likely more often, you lose.

We move to the next round, and we start again. It is not about the cards you get, the colors you have, and the royalty you hold, but how you play them and then what you do when the round closes.

Each day we start with a new deck. We mostly know the game we play, yet what we are dealt with will evoke emotions and potential reactions. Tomorrow is a fresh start – treat it as such.

Advanced assumptions

May 21, 2023

Friendliness is terrific, as is being invited. However, even those can go too far too soon, especially when we assume and take it a step further. What is appropriate and what is not?

When you receive an email from a newsletter subscription titled “Hey friend ..” do you assume it is a gesture of warmth and kindness? Or would that be overthinking? The email suggests you should act now before this amazing deal disappears. Were we, not friends? Why would you make an offer and retract it before I could digest it? Where was the call, the personal invite? You likely let that one pass, as well as the one that said we were part of a tribe since you parted with your earnings to be with them. Marketing is here to help them grow, far more than it is here to help you. Your friends will be waiting, and there is no time restriction.

The art of life

May 20, 2023

“Every morning, I awake torn between a desire to save the world and an inclination to savor it. This makes it hard to plan the day. But if we forget to savor the world, what possible reason do we have for saving it? In a way, the savoring must come first.”

E.B. White

The art of life is finding the sweet spot between doing something relevant and with purpose and enjoying yourself.

Love what you do or why do it at all!

Discomfort

May 19, 2023

Innovation and advances in technology have made life so simple. We can obtain most things we desire the same day when within our capacity. We can stay home and have food delivered, prepared, and ready. We sit for endless hours each day with little movement. Why would we be bothered when we don’t need to? Yet, when challenged, we are often unprepared and less capable of doing what is necessary.

Discomfort is necessary for resilience. So do something that creates pain.

If we are willing to give up comfort, imagine what we may be able to achieve—the aspirations we have require us to be uncomfortable. Exercising every day and getting fit is not comfortable. Yet, the discomfort gives us what we seek and even the elements that allow us to remain comfortable later in life. The most significant inhibitor for most older people is the inability to take care of themselves and to be physically able to complete simple tasks they took for granted years before, including dressing themselves, getting off the floor, and bathing themselves, let alone being able to walk and enjoy nature or play with their grandkids. Embrace the suffering. What can you do to experience discomfort? No matter what it is, it’s essential to do such things and feel genuine pain now and then. Like savings, while not what we prefer to do or necessarily find easy, we reap the long-term benefits in time.

Thriving partnerships

May 18, 2023

Our society is reliant on partnerships. The best organizations have the best partnerships and supplier networks in place. Partnerships are diverse, and while we may not consider them as such, our clients and employees are partners too. Ultimately, there is a direct correlation between the quality of our relationships and our success.

Organizations talk of partners, yet how many genuinely emphasize these partnerships? In any successful collaboration, there is alignment and synergy, shared beliefs and understandings, and a drive toward a common purpose. Conversely, when misaligned, one or both parties suffer.

While essential to maintain the goals of one’s organization at the forefront, finding a balance with our partners is crucial. All too often, organizations seek a deal that they know is heavily biased in their favor, and to what benefit? As a result, you win, your partner struggles, and they feel disadvantaged. So where is their incentive to extend themselves for you beyond what they agreed? And what occurs when other options arise?

A strong partnership is one where we feel we have compromised and given up much and also believe we have gained in other facets. There is equilibrium. Not parity, but rather a symbiotic bond. It is in our interests to carefully craft our partnerships with both parties’ interests being satisfied, at least to some degree. Those that are not are characterized by constant bickering, unmet commitments, and a reliance on a legal resolution to resolve impending disputes, of which there are many.

With care, we create harmony, and then we, us and partners, can thrive.

Pattern recognition

May 17, 2023

In chess, we have masters and grandmasters, and being successful is about pattern recognition.

The grand masters have a 4x probability of making the better choice by seeing the moves that may occur, well beyond the decisions of others who randomly play the game.

The distinction is through practice and familiarity; they see the situation before those less familiar. With practice comes proficiency.

What are you seeing?

Wisdom in the crowd

May 16, 2023

The benefits of conferences and speakers are untold and immense. The knowledge of the individual can be profound and inspiring.

Yet when we look beyond the speaker and embrace others in attendance and engage in dialog, it becomes more prevalent, and the value is in the two-way dialogue.

Rewards

May 15, 2023

The condition we expect for our efforts. Cleaning your closet provides satisfaction in finding things you have forgotten. When we do a job, we seek payment and possibly acknowledgment. The sense we have of obtaining a reward in return for our efforts.

The greatest reward is giving to others and not expecting in return. When we can do a deed for others without expecting any remuneration other than knowing our efforts or gift has given hope and opportunity to others. Therein lays a reward that is uplifting and stimulating.

Celebrate Mothers

May 14, 2023

Today in the USA, we celebrate Mother’s Day, honored last month in many other countries worldwide. While a noble gesture for us to all acknowledge and a reason for celebration, what we instead succumb to are the constant and crafty will of commercial enterprises led by Hallmark and embraced by all consumerism.

In truth, every day should be Mother’s Day, where we recognize, appreciate, and give thanks to the person who gave birth to us and nurtured us through the early years, wiping the tears, soothing the pains, and likely remaining our first fan regardless of what we do.

I miss my Mother immensely. The person with whom I could share anything and not suffer any judgment or repercussion. She was always there for a friendly chat, and no time was ever inconvenient. Yet, she did not enjoy the fuss around Mother’s Day, especially the gifts, but appreciated some pampering and possibly being relieved of the tasks she would typically perform for our family. One assured outcome of the day was the inevitable interesting concoctions put forward in the guise of a meal and, in many instances, putting a mother’s humor to the test when serving her with the supposed treat in her honor.

Happy Mother’s Day to all the women who suffered through pregnancy and childbirth and lie to us that it was such a beautiful experience. Thankfully, your memories are somewhat compromised. You deserve all the pampering you get today and likely do not need it to contribute to a small surge in the GDP.

Hey Jude

May 13, 2023

We may encounter much that is sad in our life as in others.

The question to ask is, ‘How can you make it better?’

We have so much to be grateful for; the problem is we rarely recall the good fortune we hold and rather lament what we do not have.

Enjoy a classic: Hey Jude by The Beatles

Healthy discussion

May 12, 2023

We want to know what the people in our organization think. We encourage speaking, but when is it suitable and when not? We invite and applaud comments and opinions if they agree with the accepted way of thinking. When opinions differ, do we share the same reception level if the conventional is questioned?

We seek trust and harmony. We may want them to speak but not to speak up or out. Leaders must provide an environment where their team can openly share their thoughts without fear of recrimination. The best leaders are those who can listen and digest, and before they look for fault in diverse thinking, they look first to validate what is accurate and then question what warrants a potential rethink.

The leader who engages in open discussion is the leader who thrives and will have a dedicated, aligned team.

Decode personal cash management

May 11, 2023

Most individuals are prudent with their cash management or attempt to be. We set goals and plan, budget, and save. We fastidiously review the ins and outs, check spending patterns, and even balance the account regularly.

How do we apply that same care and diligence at work? Or do we leave that responsibility solely to the financial team?

Would we accept others spending our money without understanding where our funds are coming from, when they will arrive,e and how we are outlay? Most unlikely.

Organizations should consider their financial management practices. Without cash, you do not have much. Therefore, we should assign each line item on the income statement and balance sheet to an accountable individual. Similarly, we should be aware of both our income and expenses and be able to speak to that every month at minimum.

The good personal practice we adopt for ourselves is the minimum your organization requires of you. After all, when you overdraw, who is responsible? Is it you or the bank who manages your funds, and when you are successful, how willing are you to permit them to spend it as they choose?

Critical data

May 10, 2023

We can only manage what we measure. It is difficult to appreciate our progress unless we have a target we are working toward and a base from which we are working. At that point, we can assess where we are on the continuum of base to goal.

The question that we then need to ask is what data we are collecting. At no point have we had more information readily available to us through public and open sources as well as that generated internally? As a result, there is a real likelihood of being subject to information overload and even being confused by the data, leading to bad outcomes and decisions.

Once we collect the data, what do you plan to do with it? Is it merely for reporting? What does the data tell us? What decisions will we make if we are above or below our expectations, and what likely actions do we take accordingly?

Data is essential, but even more so, collecting the correct data and understanding how it will help us make decisions and manage it is more relevant. The more we can eliminate redundant, inconsistent, and irrelevant information helps avoid confusion and burden. Clarifying the most critical data we seek and how we plan to use the information gathered is insightful and gives clarity in focus and direction.

Enlightened recognition

May 9, 2023

You suddenly realize you do not recognize what you are looking at. How did you get here? It happens. We begin with dreams and aspirations. Some do attain it, and most do not.

It may be the lack of hard work, self-belief, or determination, but in most cases, it just happened. You still work hard and want to succeed, but it is not this. It happens with individuals and then again with organizations too. So we drift away from the plan, the dream we had.

You started with a dream, yet the timing was off, and you had a few things you had to take care of first, and then you will be ready. ‘Then’ arrives, or does it, and something else makes now a little uncertain and inconvenient. On offer makes sense because it is a holdover until the minor hiccup disappears. You do well, are given incentives, and soon attain promotion. Congrats! But to whom?

I often ask, ‘Where do you want to be five years from now.’ The answers here are enlightening, not because of the range of thoughts or the magnitude of desire and ambition, but rather the lack of intentionality.

Time is fleeting, and while it is not ideal today, it rarely ever is. So, with your chosen path, hopefully, you will recognize where you are in five years from now and like it too.

Winners and whiners talk

May 8, 2023

Robin van Persie, the retired Dutch national team hero, was reflecting on a conversation with his son, who plays youth soccer/football for Ajax, the top club in the Netherlands. His son did not play in a game and complained about the coach, his teammates, the lack of opportunity, and anything else he could imagine.

His father listened and said, ‘I don’t care what you choose, but you sound like a loser. Everything that happens to you is because of others, and you have no influence. You do not talk like someone who is a winner.’

‘Winners take control of their lives. They make things happen, and when they fail, they look at themselves first.’

Out of time

May 7, 2023

Why do we never seem to have enough time to do everything we want, and mostly what we need to accomplish?

Or we may not have our priorities aligned.

Get into the habit

May 6, 2023

Adopting anything new can be difficult, especially if it requires time, necessitates a commitment, or is not pleasurable. For example, suppose you were to take on a major demanding project, choose to run a marathon, or even floss your teeth. In that case, you may appreciate all the benefits and potential rewards, but the thought of the chore is enough to get us to creep into bed.

The wishes are attainable. It requires you to amend your approach and adjust your behaviors, which requires you to do the simplest option repeatedly and create a new habit. You are not lazy, incompetent, or a failure. You are merely setting yourself up for failure before you begin. Grinding at the project for 10 hours a day, getting outside and pounding the road for 10 miles, or learning a new language, how to cook, paint, woodwork, ride a bike, etc., will not come quickly at the outset. But possibly, in 2 months, you will have steadily progressed.

Three simple steps will get you forming any habit you choose or wish to master.

1. Decide on the smallest step you can take that will be simple for you to accomplish. Floss one tooth, walk or draw for 2 minutes, do three push-ups, or eat one carrot.

2. Select a logical trigger that will make it simple to remember. For example, do push up after you go to the bathroom, floss after brushing your teeth, draw for 2 minutes after a cup of coffee, and write when you first wake up.

3. Determine the frequency of what you choose to do. For example, is this daily, every other day, weekly, etc?

The commitment will look like this:

After I brush my teeth (trigger), I will floss one tooth (most minor step) every night (frequency).

Now write that commitment down. Share it with someone, and each day check in with them and state if you did what you said you would do or not. Yes or No.

As you adopt the habit, move on to do more when you like it. Avoid being rigid. Let it progress naturally without force.

The process is simple, but then it is simple that is critical. If you choose to do more than one, limit it to no more than three. You must be able to recall what you have committed to.

Let the fun begin.

*Adapted from BJ Fogg’s Tiny Habits.

Barking patterns

May 5, 2023

The antics of dogs are intriguing, and many mirror human behaviors. Creating a hierarchy, the desire to be part of a pack and belong regardless of shape and size, and having best friends. Fortunately, some similarities stop short of going too far – sniffing comes to mind.

Barkers take pleasure in barking and exhibit a variety of barks to express differing emotions. There are the barks of joy, acknowledgment of those they like, and excitement and even boredom. Some barks are to gain attention, and others are warnings and those that are protective signs. Some dogs like to bark a lot and almost at anything, and others almost annoyingly.

Humans are no different. Do you recognize the barking patterns of specific individuals? What do you think that says about them? You have an opinion for some.

Do you ever stop to consider your barking pattern? Are we constantly barking and friendly in our tone, or do we persist in growling and gnashing when we speak? Listening to our calls may give us some indication of how others see us.

Look up

May 3, 2023

Success can be contagious. Look at sports teams and organizations, as well as individuals. Those who succeed tend to do so repeatedly. Where they go, success follows.

We are surprised and even alarmed by the regularity and predictability of the success. Not the one-offs. Those can be surprising, but do they continue? It is not the more elaborate or expensive. It is the best positioned. New heads, a new manager, and new individual performers come in, and the success continues.

Yet look further up. There are those with ample resources and opportunities who never win. They always have something that is not in their favor. Yet the competitors prevail.

Those at the helm are critical to the culture, the processes, the people, and the results. Look no further. The winners will continue to win, and the moaners will be left to groan.

People choices: anything but random

May 3, 2023

The lifeblood of any organization is the people. They will differentiate an organization from its competitors. The advantage of an organization is a direct correlation to the attention dedicated to people.

The simplest way to assess an organization is by defining questions in four key areas that determine its culture and talent model. The approach to attracting and developing talent, evaluating performance and cultivating talent sets the organization’s culture and path.

Ask yourself these ten questions. Your responses will characterize your culture and who you are as an organization

Attracting talent

· Are you proactive or reactive in hiring critical talent?

· Do you seek talent internally or externally?

Developing talent

· Do you value generalists or experts?

· Is the promotion process rigidly set out or crafted with flexibility?

· Are career paths carefully designed or individually curated?

Assessing performance

· How do you manage high performance and underperformance?

· What are the rewards for good performance, if any?

Cultivating individuals and leaders

· Is your culture well curated?

· What significance do physical locations play on culture?

· Is your leadership top-down or bottom-up?

Intentionality in the question we ask crafts the design and curation of the organization. While change may occur slowly, it will reap the results you aim for with a careful talent management strategy and a plan to execute that.

It’s for them

May 2, 2023

We set out to do what we do for others. It is for our customers, our team, and the community.

When challenged and we lose sight of why we are doing it, we replace it with the things that are for us. Us can become lonely since they realize it before we do.

Remembering why we set out doing what we do is imperative to stay true to what we said we would do.

Credibility

May 1, 2023

Having it from the outset is a necessary ingredient to help attain initial success. Without it, a struggle and a divide require a bridge. Think of politicians and celebrities, and even organizations. Their credibility is integral to your perceptions.

The factors that give us credibility are simple. While what we say may seem plausible and even impress on others, the question that follows immediately is whether you have and can back it up with actions. When we can show that, we gain credibility, and as we continue to reinforce the few principles we put forward, so does it increase.

Credibility requires integrity. It is the genuineness of who we are, not what we say.

Gaining credibility is built over time while losing it can vanish instantly. Losing sight of why we choose to be, is the blink that can be fatal.

Ice cream and sharks

Apr 30, 2023

Would you ever consider an increase in ice cream sales as the cause of an increase in shark attacks? Or possibly vice versa, where the rise in shark attacks is the cause of more ice cream sales. Yet, the two are highly correlated. Shark attacks increase in periods when cream sales are higher. It is the summer, after all, with more people swimming and eating ice cream.

There is no direct cause of one to the other, yet the correlation is high. We can practically see that and understand it. While correlation is merely statistical, causation takes it further and implies that one is directly responsible for the other event.

Yet when it comes to our personal cognitive bias, this becomes problematic. Rarely do we see correlations as merely statistical, but instead, we look under the covers and infer cause. Correlation is our thoughts at play and aligns with the available information we assess. And the various studies we have to support our thinking do not help either since we seek the studies that validate our theories and beliefs. We soon find that the more information we seek, the likelihood that we identify more casual relationships than we identify the origin.

Instead of looking for a cause or concluding too fast, can we objectively assess any correlations and likely dismiss many as parallel events? Look further rather than stop when you validate a belief. We want to enjoy the ice cream, knowing it is not the prequel to an imminent shark attack.

Sleeping dogs

Apr 29, 2023

If you have a dog or a cat, you likely have a clear image of what the pet can or cannot do. For example, one may be that the dog can or cannot be on the bed. You have your reasons, and that is what the rule is.

While you remain in the home, the attentive animal may know the exact limitations and ensures t maintains a low and favorable profile. However, as you leave the house, what happens? Are your wishes adhered to? Possibly yes, and maybe no. Regardless what difference does it make since we are unaware of the status?

In later years, you acquire another pet. Your rule may still apply. Do you find it as rigid as it was before? Are you more relaxed and comfortable that your pet primarily complies with your wishes and is not causing enduring harm?

The same sensibilities apply to the rules we create with our kids, teams, and other relationships. We develop rules, but do we ever question their validity and the energy and mental space we dedicate to ensuring everyone is compliant? Or do we merely find that with time, it is no big deal after all? Possibly we should let sleeping dogs lie.

Time to act

Apr 28, 2023

While it may not be going to plan, you remain optimistic or at least hopeful. See musing, It’s the hope that kills.

Too often, the demise is inevitable, and our inability to act now creates further damage beyond that incurred to date.

The underperforming and misaligned staff member, the process that is not on track, and the project that continues to sink with no sign of recovery. It becomes a drain, and the deeper you go, the increasing force of the downward vortex.

Sometimes we need more information, and delaying the decision is sensible, but when the evidence is before us, it only requires us to remove the mask that shields us from the truth presented and act.

Step into the wilderness

Apr 27, 2023

One is not likely to step into an unexplored area with little caution or consideration of the potential risks and consider what we may do if we encounter any issues.

Similarly, a list of eventualities cannot inhibit us, or we would never step forward to explore and discover.

Growth opportunities present a similar dilemma for individuals and organizations. Standing still and doing nothing is an option, but it brings no joy, and if anything, it is an affirmation that you are heading backward since the rest of the world continues to explore and discover.

Warnings and directions

Apr 26, 2023

Driving on roads, especially unfamiliar ones, we depend on the road signs and directions. Inevitably they prevent and limit mishaps and disasters by going the wrong way, taking the wrong turn, or misjudging the sharpness of corners.

While we cannot dispute it, how often do authorities get it so wrong? Many would argue too often. The exit posted just beyond the turnoff itself, the ‘wrong way’ was signposted well beyond the entry point, and the yellow and black chevrons came deep into the turn.

The issue is not unique to transport and urban planning authorities. The likelihood of organizations only taking note when the incident has occurred, and then we warn. Too often, we assume what others should know or what is expected and acceptable, while there is no logical reason that they should.

Erring on caution and safety may inevitably save us from accidents and untold damage. The time we take to be sure everyone is aware and understands directions and guidelines is far less time and cost compared to that of catastrophes.

Caring for orchids

Apr 25, 2023

The beauty of the brightly colored open-faced flowers, a bright face beaming at the top of the long stem. Orchids are eye-catching and attractive, illuminating any room and, with that, us as well.

Then the flowers die after a few months, and that same beauty is now ‘flora non-grata’ and either abandoned completely until it dies a slow death or brutally banished into the trash and replaced by a new shiny flower.

Organizations are prone to a culture of caring for orchids. So, when individuals perform well, we shower them with praise and accolades that are flattering and inspiring. But, then, the individual has a few struggles, possibly due to several factors, and we no longer see them as that same person that brought such joy and satisfaction.

Orchids require ongoing attention, not excessive, but frequent and consistent, with some specific care and added nutrition. Soon enough, they sprout again and reward us with a fresh splay of brilliant flowers. Likewise, the rewards come with the ongoing maintenance of our team. It takes some time and a little care for them to bloom again.

The worst ingredients

Apr 24, 2023

That excellent meal you enjoyed and reflect on over and over, yet regardless of your attempts, you can never replicate it. You check the composition of ingredients, the directions, and the prep and rest times. What could be at fault?

We forget that not all things are equal, and the most basic of all is the ingredients. No matter how good the recipe or the chef, it will only ever be as good as the ingredients used. Not all tomatoes are equal, and nor is everything else.

We can appreciate this regarding food, yet do we accept that this applies to all we do? Your team can only function at the level of the worst people who are a part. Your systems and process will only be as good at executing on the worst day.

It is not your vision or the implementation plan that is the foundational issue but what you are starting with. There are no givens, but accept that the outcome will only be as good as the worst ingredient.

Slow it down

Apr 23, 2023

In a world of fast food, fast cars, hyper-speed technology responses, and same-day delivery, it is easy to believe that speed is a characteristic we should adopt wherever we can.

There are situations where slowness is prized and should be encouraged.

Slow cooking and long meals to enjoy the process and the time with people.

Chew slow and sip long to savor the taste.

Measured reactions to minimize abrupt and potentially regretful outcomes.

Deliberate talking to ensure we are thoughtful in what we say or, at minimum, appear to be more attentive in listening.

Leisurely walking allows us to enjoy the moment and appear in greater control, regardless of our thoughts.

Not everything should be fast, and when it is, all we do is rush to the next thing without regard for what we have just done.

Curators of our planet

Apr 22, 2023

Happy Earth Day.

We all have various roles and responsibilities, and one that is often misplaced or underappreciated is the one we have for our planet. While a few may be distracted or enthralled with the flighty notion of intergalactic travel and adventure, we humans, as the curators of our planet, have a responsibility to fulfill, and one requiring our dire attention.

If we viewed our roles and tasks and assigned the labels of urgent versus important, the one we have to care for our planet would be high-high for the two.

Today take a few moments to reflect and ask yourself a few questions, be curious and aware of your roles as curators.

• What three things do I cherish most about Earth?

• What three things will I enjoy most about Earth today?

• What one thing can I commit to doing better, to be a good curator of this planet?

Reflect a little, take a moment to step outside, and enjoy the changing seasons and all the convenience, luxury, and beauty we often ignore.

Share these three questions with someone who cares as much as you do.

Extend grace

Apr 21, 2023

We are aware, deliberately or inadvertently, of our strengths and potential limitations. We feel discomfort and apprehension when we venture into new territory and engage in something unfamiliar and challenging. Typically, we grant ourselves some latitude and grace as we take it on. After all we are being adventurous and courageous in this endeavor.

Similarly, when others take on something new and unfamiliar, we expect they can cope and may even be frustrated when they are cautious, hesitant, and stumble.

We all have inherent limitations at the outset because of our prior experiences and expertise. We may get there, but the path is uncertain. Therefore, affording others the grace we permit ourselves is a requirement and should be a foundation of our approach when working with teams.

One may have the capability to get there. However, are we more likely to be successful when we feel supported, and someone is behind us or when we feel alone and scrutinized as we struggle?

Same situations, differing support, no more time.

Build in maintenance

Apr 20, 2023

Change is complex, and while we may be committed and even attempt to make the change, we fail for various reasons. The difference will typically go through four stages pre-conception to commitment to change, then making the change itself, and then maintenance.

While vital, we overlook the maintenance. How often do you budget to maintain your house, car, and body? Getting to the point of making the change feels the hardest. Changing a strategy, team behavior, and even our habits. We believe that when we do it, then it is done. And then we fail again.

Deliberately implementing a mechanism and process to maintain change will increase success. What are we doing to check in to ensure it is moving ahead well? Are we reflecting on possible pivots or adjustments to make it stable and enable it to last?

When we plan for change, build in the maintenance. It is the hardest one, and it is the critical element.

Widen the gap

Apr 19, 2023

Who does not experience frustration at various times? However, when it does occur, two key elements indicate people’s likely response to any such disadvantageous event.

The first is frequency. Some individuals appear predisposed to finding themselves in frustrating situations, or as they may state, they are the victim of annoyances.

The second is the speed at which individuals believe they need to respond. Some are almost instantaneous, while others are likely to delay or thoughtfully consider a response.

Do you see a correlation between those who experience adversity with regularity and the almost immediateness of their responses in unfavorable situations? For example, do they react calmly or with anger?

A longer pause before we respond to any unfavorable situation will likely result in the problem being downplayed or possibly even forgotten. The lack of escalation will probably mean you rarely feel frustrated in cases with others. At a minimum, your reputation as considerate and calm in difficult situations will escalate. Surprisingly, we are more productive with the pause than in cases where we react, ponder, lament, and dedicate time to reconciliation or repair.

Maintain the whole system

Apr 18, 2023

High-performing successful teams, along with high-achieving organizations, are well-curated and assembled. Periodically, they adjust to fine-tune and improve results. Within groups, the adjustments are to people and processes that enhance flow and connection. When teams improve, the interconnection between them helps bring enhanced results.

We forget that the teams comprise individuals, likely any organization’s most significant expense or investment. While we may be obsessed with work performance, improving skills, aligning processes, and refining systems to support the organization, we rarely apply the same level of attention to the person. Instead, we expect the person who has health issues or struggling with personal challenges to perform at the level expected, regardless of their state.

How is this possible?

The poor running program and the misfunctioning process will finally break down. So will the individual, not in an optimal state, begin to fail and collapse in due course?

Getting to know our team, caring for them, and ensuring they have balance is necessary if we seek top performance. An individual’s physical, emotional, and mental elements are all critical. One misaligned aspect will appear in all other facets, possibly not today, but soon enough.

When we seek to maintain a fully functioning system, let’s be sure all the components work well and, when required, apply the necessary care, especially to our greatest asset.

Appreciating value

Apr 17, 2023

The value of an item like art, housing, and even consumer items such as sneakers and kid’s toys is dictated by the demand for the article and its availability.

We typically place little value on it if we can obtain something whenever we want it and relatively quickly. Yet, when there is scarcity and it is difficult to get the item, suddenly, there is an increased sense of value. Think of something you want. As soon as we do not have it, we have an increased sense of needing it more.

Yet we want to be valued and appreciated. Yet do we exercise the same level of moderation of our availability? The instant response to an email or text, our readiness at any time to be available. What value do others place on our time?

When we put a value on our own time and are discerning with our responses, others soon begin to appreciate the value we bring and respect that, or at least resolve their issue themselves, which adds value to our time. For others to recognize our worth, we need to appreciate it first.

Enjoy the silence

Apr 16, 2023

A world of noise. Gadget sounds, notifications, and white-noise is constant. Interruption and multi-tasking the expectation.

The clutter in our minds continues. Constant distraction. No stillness. No silence. We even seek the noise. More to do. Music, television, and apps, all with sound, if possible.

We need silence. We need quiet—clarity of mind, soul’s stillness, and spirit’s genteelness. Silence is healing and restores.

We should find the time for silence. A few minutes every day. An hour each week. Possibly a day a month or a short silent retreat each year. Heal, renew, and energize. Silence is golden.

Your People

Apr 15, 2023

“Your People’ is a current movie that pokes fun and uncomfortably highlights the status of society, specifically in America, but is applicable in most cultures with differing ethnic, political, racial, or religious demographics.

While we continue to progress in leaps in many facets of our daily lives and embrace progression, we still find that we are mired by personal bias.

Yet we remain oblivious and almost unconscious. The solution is not a simple one, nor one that we can expect sudden resolution. Still, it is fundamental to any society—our ability to see people as our people rather than attempting to create distance and highlight distinctions.

Breaking down barriers ask us to be open to questioning our beliefs. They are not necessarily truths but something we hold onto as reality. Unfortunately, these same realities favor us and typically diminish others.

Can we pause for a moment and ask ourselves if what we believe is accurate, and likely the very things we dislike or do not find favor in others are the same maladies that afflict us?

End of the cycle

Apr 14, 2023

The life cycle for many elements ends, often naturally by course or possibly onset by mitigating factors. However, there comes a time to decide when to let go.

An example is a product that has run its course and does not meet the needs of today: Kodak film, the Blackberry. People within organizations serve a purpose in starting up, yet as the organization evolves, they have not grown to fill the current and future needs. Standard practices that we embrace, including behaviors and habits, that while appropriate in our youth may be less advisable as we get older.

Relationships are one we rarely assess objectively. We hold on and even lament the death of some relationships. Yet, how do these differ? It served a purpose, you grew, and they may have too. But differently. It is no character flaw to relish the memories and look forward to what’s next, apart.

Heavy metal or classical

Apr 13, 2023

The two genres of music are vastly different. They evoke different feelings and will alter one’s mood accordingly. Interestingly, not everyone feels the same way about these two genres of music.

What about feedback and instruction? Do you deliver it in a classical mode – calm, gentle, and composed – or are you inclined to give it with loud outbursts, somewhat erratically? When using the two techniques, do they obtain the same response?

Heavy may initially get someone’s attention, but will you be able to sustain it? For most, classical may take longer, but it will likely not evoke significant adverse reactions.

As a leader, our delivery style is what people remember most because it alters how you make them feel. While you may be dedicated, inspiring, and even brilliant, how you communicate and deliver messages to those you work with resonates most. And if you ever want to know how they see you, look at your pattern of behavior when negative news or events comes to your attention. That is what others hear and how they characterize you as a leader.

You are the composer of your music. What genre are you writing most days when things are not going your way?

Getting what you want

Apr 12, 2023

Would it not be brilliant always to get what you want? But if we choose to live in reality, that does not occur regardless of who we are or think we are. It is not unusual to hear leaders say they are displeased because they did not get what they wanted.

The words are flawed. Is the objective to get what you want or to attain a shared wish? Will you get the desired result if they do not share your goal? And is it not best for us to both support a shared goal?

There is a nuance in understanding what is necessary compared to wanting to do something. Knowing and appreciating why we do things is far more digestible than merely being instructed to do something. We will get to the result in both instances, but when we are in support, we will likely arrive there quicker and with a better output.

There are instances when others may be with you but do not fully grasp what you envision or have the skills to execute the desired outcome. If so, that is a teaching moment where you, as a leader, can help them develop and likely gain further alignment.

Getting someone to share your purpose and vision is far more complicated than training and developing them to get there. If you believe you need to get what you want regardless, it may happen this time. Yet like the rope that begins to fray, one never knows when it will snap, but it is always likely it will be when you least expect it and need it most.

Freedom

Apr 11, 2023

The artist George Michael went from an 80s teen pop idol to a more complex and accomplished songwriter a decade later. Yet his label Sony wanted him to remain the teen idol he had become and churn out those pop hits to keep crowds swooning.

That was until he put his pen down and refused to continue to compose work he no longer identified with or that gave him any satisfaction. Finally, after a long protracted conflict, a contractual solution was crafted, allowing him to create work he was proud of and valued. Many, including he, would say it was his best work yet.

What about you? Do you have that sense of freedom? Are you doing what you love and expressing yourself meaningfully? Do you feel valued and appreciated, but even more, do you value and appreciate what you do? Are you maintaining your integrity?

If you do, you are fortunate. If not, continue striving for that sense of fulfillment since we can never truly identify unless we do what we believe is meaningful and valuable. If you think about it, others will also recognize it.

When we find the freedom and then liberate ourselves, we soon realize that with freedom comes tremendous responsibility, and with integrity comes a license to pursue one’s purpose.

Integrity

Apr 10, 2023

It conjures up elements of a moral compass and honesty, and we misplace it with self-righteousness. Yet it is not philosophical nor preachy. For example, choose your favorite ethnic cuisine, and then let’s mix that up for fun. We will call that fusion of one and the others. The more unusual, the better, you may say. How authentic does that relate to you? Maybe not. Even fusion cuisine is confusing, and we ask, ‘What do they stand for, and can we depend on them to be good at anything.’

Doing right by oneself and being true to ourselves is essential to stand out. Not for others but to guide us. How else do we reconcile daily? ‘My day was good, but I compromised on what I hold dear.’ How does that help us?

As individuals and organizations, we should be true to ourselves and mostly understand what we uphold and believe in. If not, tomorrow is a new day with new challenges, and if we do not value our integrity, can you know how the day may end, or are we at the mercy of someone else’s whim? And how can we expect others to know what is essential to us and not uphold our requirements and boundaries?

We are integral, or we are broken and both confused and confusing. Like fusion, it may seem cool, but how can we be sure?

The primary relationship

Apr 9, 2023

We potentially consider many relationships as the ones that are more valuable to us. The ones with whom we speak the most confide and share our stories, aspirations, and fears. You may consider it a partner, parent, colleague, coach, or friend.

Those may be strong relationships, yet it is not the primary relationship. The person we share the most with and rely on endlessly for guidance and direction is ourselves. We are with our thoughts constantly. We share stories, situations, and feelings with ourselves repeatedly and often incessantly, from early morning to late at night.

While this is our primary relationship, how well do we tend to it? Too often, the rhetoric we share with ourselves is unkind, harsh, highly biased, and destructive. Would we treat others the way we do ourselves? Would we repeatedly share those same negative messages with others as we do with ourselves?

This primary relationship needs attention and care, and some days require nurturing and empathy, while others may be a little firmer. Do we listen to that person before we share the thoughts again? It will serve us well to consider whether what we are saying to ourselves is valid, kind, and helpful.

Discerning praise

Apr 8, 2023

The award given to everyone seems less significant than the one given to a few.

Like awards, compliments are the same. The more you give them out, the lower the value others perceive in them.

Being genuine is prized, and recognition from those who are is a prize we appreciate.

Moderation

Apr 7, 2023

In a society filled with excess, moderation is almost blasphemy. Yet, moderation brings longevity and sustainability.

Very simply, seek everything in moderation, including moderation itself.

Clarity of the puddle

Apr 6, 2023

Tolstoy wrote, “Everyone thinks of changing the world, but no one thinks of changing himself.” Similarly, how easy is it to see the imperfections and challenges in others that we cannot recognize in ourselves?

Why is it that we can see where others need to improve, yet when it comes to ourselves, we cannot see it with the same clarity? Is it that we do not want to recognize our faults? Or do we believe everyone perceives us the same way we perceive ourselves? What others see and recognize will remain the same regardless of whether you choose to look at yourself objectively or not.

Instead of dedicating time to changing how others see a situation, can we not instead look to understand what they see? Inevitably, there may be a difference in outlook or how one handles circumstances. Still, those differences will remain until we can look inward and see how others view us or the world around us. Then, we can only appreciate other perspectives, draw distinctions, and better manage differences.

The same applies to leaders who will advise their team to undertake specific training without seeing a need for their development.

Standing in a puddle, it remains murky, and we can only see the pool clearly when we step out of it and look into it as others do.

Attribute success

Apr 5, 2023

You have attained so much. You have a promising career, are well respected, created wealth, and even reached personal milestones across activities, hobbies, and knowledge attainment. Your achievements are tremendous – well done! You are a success, and it is all attributable to your efforts and tenacity.

Wait a minute, though. You did play a significant role, but what of those who helped you? Family, friends, colleagues, mentors, tutors, and many others who provide you with support and assistance. If we begin to believe our success is all about our achievements, inevitably, we will soon be lamenting the failures that follow.

Appreciating and acknowledging the contribution of others to our success is vital. Without that, we are alone, and inevitably, that limits us. Plus, who does not love celebrating with others rather than throwing a party for one?

Personal measures

Apr 4, 2023

What do you regularly measure? The areas where you focus your attention, precisely measure changes, and set targets are likely where you will see results. Most people will calculate their income and expenses, track weight or potentially exercise performance.

What about our behaviors and being better humans? How are we tracking ourselves concerning kindness, quality relationships with family and friends, caring for others, and generally being better? Do we deliberately consider this, and if not, why not? Is it because we do not embrace its importance, or do we merely assume that we are good at this and have no need to be better?

A recent conversation with long-time friends revealed what is truly important over time. It is not wealth, status, or achievements, but more about people and how we feel and makes one another feel.

If these elements are essential, are we giving appropriate attention and importance to the actions that support them, or do we choose to tell a good story rather than live it?

Beneficial use of intelligence

Apr 3, 2023

We often assume that with greater intelligence, we will inevitably be happier. The more we know, the greater our ability to use and manipulate knowledge for our benefit.

Yet, to the contrary, studies have shown that those who are intelligent and have opportunities that may manifest in success are often the least happy. The issue is not intelligence but rather how we use it. If we use intelligence for personal power and gain in career, work, and even relationships, we enter into a cycle of never-ending disappointments and a need for more to satisfy our needs.

However, when we use our intelligence to benefit others, we can use knowledge to find happiness. The desire to contribute to the success of others, to provide social purpose, and to place the needs of others above our own becomes a self-fulfilling legacy for happiness. The loop of simply giving provides satisfaction and pleasure. Hence, the more we offer, the more we get in return.

An organization focused on profitability with no apparent purpose other than material wealth soon expires as the cycle becomes exhausting with little satisfaction. Purpose-driven organizations are more profitable (20% more), generate an uptick of 10% to 20% compared to those without social purpose, are more attractive to consumers, and are better positioned to attain and attract employees. Finding a goal that gives back is a source of energy and livelihood within an organization because the more others are satisfied, the greater our pleasure will be.

It’s the hope that kills

Apr 2, 2023

The facts layout in totality and clearly. With looming eventualities, possible becomes predictable and soon probable.

We hold on. Too often, well beyond any reasonable logic.

Because we hope.

Blue Zones

Apr 1, 2023

Blue Zones is a term used to describe regions where the inhabitants live longer, consistently reaching 100, but are also healthier. There are five zones, and commonalities exist across these geographically disparate towns – Okinawa, Japan; Sardinia, Italy; Nicoya, Costa Rica; Ikaria, Greece, and Loma Linda, California.

Fundamental to the success are simple concepts of healthy fresh foods, daily moderate exercise, and creating and contributing to the community. There is consistency, regularity, and predictability in their behaviors and habits. There are no fads, no focus on IMF (Intermittent Fasting), Keto, Paleo, Vegan, no fancy new exercise program, or reliance on social media.

It is difficult not to be swept up by a new trend and want to experiment. Then in six months, we are doing something new. Blue Zone’s success validates simplicity is essential, consistency is required, and steadiness a requisite.

Fresh local foods, moderate in proteins, fresh fruit and vegetables, daily walks and taking the time to spend with people, and even a glass or two of alcohol daily. Nothing fancy, easy to follow, and widely available.

Your Blue Zone awaits you, the unleashing of a better future and beauty in many forms that comes at no additional cost, no equipment or fancy gadgets, and is there for you to access today.

—-

In the series Down to Earth, an episode on Sardinia explores the concept of Blue Zones. Interestingly one of the lead scientists on the project, Dr. Gianni Pes, coined the term while mapping centenarians in Sardinia and then looked around the world and mapping them with small, yes, you guessed it, blue dots. And hence the Blue Zones is embedded as part of our daily vocabulary.

Celebrating birthdays

Mar 31, 2023

Most people enjoy birthdays, especially their own. It is a celebration of joy—a simple moment to acknowledge someone and hail their birth on their day. You will likely still enjoy the moment even if it is not your birthday.

As organizations, we rarely celebrate individuals just for whom they are. Showing our appreciation that they are part of our family and their presence is our gratitude. A small gesture but one that will be remembered by those we celebrate. A significant return on a minuscule investment.

Happy birthday, and thank you for being with us!

Olympians

Mar 30, 2023

Those athletes who attain a level many may aspire to, and yet few achieve this impressive feat. We may put it down to good genes and opportunities. However, this is not only athletes but people in business, academics, founders of non-profits, scientists, doctors, and more. People are impressive by their achievements.

Yet what we fail to admit is the dedication and hard work required to achieve this superior level. The failures, disappointments, and setbacks experienced to get to the helm. Yet, for all, it requires perseverance and a steadfast desire to reach their chosen goal.

We all can be Olympians in the areas we choose, but before we take on lofty ambitions, we should ask whether we are ready for the sacrifices and commitment to the purpose. When we add a ‘but’ or introduce any excuses, we may instead stop, and decide whether being the weekend warrior is where our true aspirations lay.

Wanting it badly

Mar 29, 2023

Reflect on those times you have genuinely wanted something. You become possessed to attain the outcome you desire. With that obsession comes dedication, commitment, and an increased drive to succeed. Nothing will stop you.

So, you say you want a six-pack of abs, retire early, or get that dream job. Those abs won’t happen, and forget about retirement or your dream job if you don’t want it enough. Wanting requires dedicated effort, commitment, and sacrifices.

Organizations are rife with ‘the want’ disorder. They set lofty goals and ambitions, talk of aspirations convincingly, and then all their wonderful ideas are lost in the pile of other prophecies and wishes that amount to a minor impact if any at all. So the question is, did you genuinely want that change? What sacrifices were you prepared to make? Have you determined what changes were essential for you to succeed and then executed accordingly?

We too often get excited about the concept or objective we want to attain, and we may even develop a good plan, but did we ever check to see whether we truly want that six-pack? That six-pack suggests we may not consume everything we see and requires a daily grind and sweat.

If you do not attain what you dream of, ask yourself, “How badly do I want this?”

Going fast or far

Mar 28, 2023

There is an African proverb we may want to reflect on regularly as we consider our importance, value, and status in almost all that we do.

‘If you want to go fast, go alone. If you want to go far, go together.’

Life is better with others, and any team will win in the long term versus any individual.

Achieving A’s

Mar 27, 2023

In a podcast, the actor Matthew McConaughey talks about how he realized he was stretching himself thin a few years ago while attempting to be a family man and actor while running a production company, music label, and foundation. He grasped that he was scoring B’s in all of them and that eliminating two was the only way he could be successful.

This is not unique to those with a high profile but to most individuals. The common issue individuals share daily is that they have no time and too many priorities. Yet, it is what we do. We want to achieve so much and need to take on more. We typically do, yet rarely are we admired or respected for something specific. Consider this: How often have you admired the individuals who get so much done and are just versatile versus the ones who are your go-to for a specific topic?

If you are seeking A’s, what can you eliminate? Instead of thinking you are being less productive by taking on less and saying no to meetings where your presence is not essential, imagine what you can accomplish with increased focus.

Organizations that want more reflecting on their priorities and eliminating those non-essentials that are distractions may be the way forward to prosperity and success.

Not your business

Mar 26, 2023

We see and hear so much that it may attract our attention or even elicit a reaction. Some are worthy of our attention, while most we should completely ignore. So, what should you get involved in, and what should you leave to sort itself out?

We can apply two simple rules when asking ourselves if the object of our attention deserves our investment. The first is: can you impact the matter through your involvement? If not, it’s not your business. Does it have a direct bearing on your values and character? If not, it’s not your business.

We can take an interest in multiple elements of our busy culture. Why invest where it is not necessary, helpful, or even warranted? Find your business and commit to that.

Shutdown and recharge

Mar 25, 2023

A recent experience somewhat placed me in a digital abyss that was profoundly revealing and liberating. Realizing that we are tethered to smart devices for extended periods and almost constantly. Do you look at your phone first thing in the morning and last thing at night? How many hours do you spend on the phone each day?

Yet, we have no time to get outside, spend time with those we care for, or call a friend who is long distant. Imagine a slow walk or reading a book. What luxury. Yet, our phones, tablets, laptops, television, and other digital devices command our limited attention and time.

There was a period I gave myself a weekly digital break, and to my amazement, I experienced fulfillment and relaxation. More so, there was always a sense of personal enrichment and never a sense of missing out on anything.

Like your mobile and portable devices, our batteries need to recharge. Unfortunately, when we run flat, we cannot run at full speed, and inevitably we perform some functions at a suboptimal level.

If you want to be the best version of yourself, this is one practice I highly recommend. A day a week. Lose the tether and use those two-plus hours in the day to enrich yourself. If you say you can’t possibly do it for many reasons, ask yourself what you are depriving yourself of because of your bias.

What we put in motion

Mar 24, 2023

Moving an object requires initial inertia. The heavier it is, the likely more significant effort that is needed. The start is more complex, but once we gain momentum, it becomes more straightforward and less strenuous.

The same principle applies to the initiatives we focus on. The more complex ones are difficult and require commitment. However, when we give sustained and dedicated attention, it begins to flow and, in time, becomes ingrained as practice and then with ease.

Before we do commit, we should question what we put in motion. Ultimately, the effort we put in should reflect the rewards we expect.

Professionals deep dive

Mar 23, 2023

Most of us seek to become better and more proficient at what we do. It may be a hobby, skill, or gaining knowledge on a subject. Yet, too often, we gloss over a few elements and then move to the next. While exposing ourselves to various topics provides cognitive diversity, we only create awareness without proficiency.

If we want to be an expert and skillful at any specific activity, topic, or skill, we must take a deep dive. Instead of going deep and seeing what’s below, we stay on the surface and see the same thing. Nothing changes. The ripples look the same, and the hues remain constant. When we go deeper, the view changes, and the sensations we feel differently. What we do experience is a greater sense of accomplishment and with that satisfaction.

Do you choose to be a professional or a generalist? If a professional, what is it that you have selected? Set the goal for the year, and seek to learn more. Read five books on the topic, watch one YouTube video a week related to it, and commit to taking a short course on the subject. The deep dive will open up your experiences and possibilities.

No Opinion

Mar 22, 2023

We place value on opinions. The guidance offered by various sites and individuals we look up to, those who are the ‘experts.’ Often the most significant value is no opinion at all. When faced with contrarian, differing, and even inflammatory words or actions, we have a choice, and one that may be most valuable is no opinion at all. Let it go; it will only impact you when you allow it.

Nothing changes if nothing changes

Mar 21, 2023

Been there. Done that.

Some call it insanity.

If you want to change, make the change. Again, the emphasis is on you, not someone else or an event.

Make that change. Your choice

Color of our thoughts

Mar 20, 2023

Marcus Aurelius wrote, “Our life is dyed by the color of our thoughts,”

As much as we choose to experience life, we do not base it on the realities of events but on our perception of them and, even more so, what thoughts we curate from that perception. Have you ever been a part of something, and others have a vastly different perspective of the same event? An example is how one feels when it comes to cooking. For some, it will be the joy of creation, possibly a new experience and sharing with others, while for others, it is a necessity and a chore. The same activity with significant divergent emotions.

How often are we making judgments and assessments not based on the events or the person but on the color of our thoughts?

Take a spa day

Mar 19, 2023

The constant need for stimulation. Social media, the news, coffee, sugar, exercise, tasks, Netflix, online shopping, and podcasts continue. We are constantly searching for a hit of dopamine and all the activities that provide just that. We even eat to get that momentary, but no sooner are we searching for the next one since the effect wears off fast.

Have we forgotten who we are and lost touch with ourselves? Imagine a day without the unnecessary elements and merely focused on the essentials: water, a small meal, fresh air, and ourselves.

You believe you need a break; maybe even a spa day is called for. You likely do, but it is primarily a break from all the elements you crave so much to give you that sense of exhilaration.

Take a home spa day: no phone, no laptop, no multiple cups of coffee, tv, and endless snacking. Instead, get comfortable, wear loose clothing, put on soft music, listen to the birds and insects, possibly light a candle or burn incense, and just relax with your crazy beautiful thoughts. Perhaps even allow your hand to write or draw. You have no place to go, and whatever appears to be so important will likely still be there tomorrow.

For now, it is you, and you should begin to rid yourself of those crutches you rely on because they only fuel an inner desire to add more. This vicious cycle further fuels our sense of hurriedness and angst and is a process we should look to end swiftly and confidently.

In touch

Mar 18, 2023

The past five days have been somewhat unique in many ways. Traveling through the Kruger National Park, the largest wildlife wilderness in the world geared toward animal conservation, was revealing in its beauty and the juxtaposition with the harshness of daily life. And to no surprise, there was little digital connectivity. Yet, despite that, I had a phenomenal sense of personal connectedness. So I ask myself, why do I not do this more often?

Traversing across this natural paradise of diverse topography, fauna, and flora, a few prevailing contemplations stand out when you only have your thoughts to accept the views of the African savannah.

It’s all about people – what matters most is not material possessions, wealth, or status, but instead, the time spent with those people is essential to you and the shared memories we create.

Expect the unexpected – daily plans for exploration provide structure and a sense of where you are going. Yet, the unforeseen and the challenges they present provide excitement and intrigue.

Be happy with now – driving about and witnessing some phenomenal sightings of animals in their environment is enriching and breathtaking Yet, for every new sighting, we inevitably say, ‘what’s next.’ Yet what just was should be.

Amazing happens daily – it is not the sight of a pair of lion mating, young zebra suckling from their mothers, or a herd of 100 plus elephants marching through the thicket that matters, but the sunrise, the smell of dew mingling with the red clay earth, and the sounds of creatures breaking the silence. Remarkable is in abundance if we are open to it.

Leaders protect – in herds and packs, the roles of leaders are transparent. They care for the group and look to fend off danger and move the group to safer locations. However, with leadership comes responsibility, and that is fleeting or temporary since it can often be the difference between life and death, literally.

How do we hold onto what is relevant and essential and avoid being sucked into conformity and the rut of supposed normality is necessary, and maintain a sense of being in touch?

You don’t have to be first

Mar 13, 2023

The one who matters is not the person who made the first movie or invented the device we now refer to as a smartphone or the first impressionist, writer, artist, scientist, or social influencer.

It is the one who does it with quality and care. We do not remember first unless it comes with superior quality.

Indispensable stress

Mar 12, 2023

Botanists will share that plants are designed and have evolved to handle stress exceptionally well. They capture, store water well, or go deeper to find it to manage drought. As a result, they can sustain extremes of cold and heat and even survive devastating fires or return with increased vigor by utilizing the nutrients in the soil.

Yet we as humans tend to avoid it.

Stress is necessary for our survival and improvement. Therefore, we function optimally at an appropriate level.

Like plants, with too much stress, humans become ill. With too little focus, we become lazy. With the right amount, we are creative and flourish.

Rule #6

Mar 11, 2023

There is a tale of two heads of State meeting and attending a luncheon post-event. During the luncheon, the host head of State invited questions from others attending. At one point, a woman who stood up and was visibly inflamed angrily asked the host dignitary a question as to why the State had not yet taken significant action on a matter of concern to her. The head of State listened intently and then responded to the angry woman, ‘Marie, please remember Rule number six.’ The woman sat down calmly without fuss. A few questions later, a man stood up and protested loudly about decisions he believed negatively impacted him. Again, the head of State listened deliberately and then responded, ‘thank you, Joe; we understand your desire, but also please consider Rule number six.’ The flustered man promptly sat down.

The visiting politician was bewildered, and later on, his first opportunity to privately speak with the host, enquired, ‘that was amazing how you calmly diffuse situations, but I have to ask, what is Rule number six.’

The host responded, “Rule number six is simply, do not take yourself so seriously.’

Familiarity breeds complacency

Mar 10, 2023

Taking on a new activity or skill, we are alert, attentive, and absorbing information. However, as we become comfortable with the process or task, we tend to pay less attention since we assume we already know what will happen or feel pleased with our ability to execute.

We extend this to people as well. Think of anyone you have recently met. You engage attentively, learning about them, being curious, and assessing all along as we file information against our established and somewhat inherent bias. As we become familiar, we become comfortable, or if not calm, we have, at minimum, set our boundaries.

Yet, in all instances of complacency, we are less likely to receive and reflect on changes, some subtle but significant. What are we missing and ignoring? The lens we apply to new relationships differs from those well-established, and the lack of curiosity with the latter limits our ability to alter our perspective.

Familiar is comfortable, and comfort may dull our senses.

Accidents happen

Mar 9, 2023

They do and will happen. The mere word suggests unintentional and is mainly associated with unpleasantness. We say I bumped into someone accidentally or had an accident, and it is not of focused intent. It mostly happens when there is a lack of focus or purpose.

When it occurs with material matters or anything other than humans, we are somewhat forgiving, while we are less tolerant of people. So why do we expect the perfection of others and justify our missteps?

They are accidents, and they will happen. And we are still human.

Principle of threes

Mar 8, 2023

Threes is my preferred practice for setting priorities, goals, or objectives. A single priority seems too simple and lacks diversity in what one must achieve. Two is palatable. Three is a manageable stretch, and four or more seem to have lost any urgency or sense of importance for each ‘priority’ on the list.

For any person, it is hard to manage more than a few crucial elements at any given time. Starting with a quarterly focus, what essential elements do you want to accomplish that quarter? Then for the next month, what are the top three things you seek to achieve for the month to succeed? Applying that principle, what are this week’s three items of focus? The beauty is when you can reach a daily list of three priorities contributing to the more meaningful goals, you are likely productive and will be in control. What will make today a success?

Setting these periodic goals helps you focus on the important ones while ensuring you dedicate the time to them. The clarity in thought and deliberate actions will win the day; if we win most days, we will achieve practically anything we have put our minds to.

Aging appropriately

Mar 7, 2023

We all get older, even as we read this. It is inevitable, but while we may age in years, the way we age is a choice.

You don’t have to wear poorly-fitting clothing or groom yourself like you last had a haircut pre-Covid. You can stay in touch with what is happening in pop culture. You can even choose to dance and play.

Yet, where we age most is often in our thoughts. This occurs most when we make age the excuse for not doing some things or doing others. Hence, we age most when we remove permission to experience and learn.

Aging gives us significant benefits in learning from our own experiences and those of others. This helps us avoid the pitfalls we all inevitably experience along our journey.

How we age is a choice, not a consequence or excuse.

Necessary recognition

Mar 6, 2023

Numerous studies extol the benefits and necessity of recognizing individuals for their accomplishments and progress to motivate them to strive for more. Being mindful of the positive achievements of others is not only beneficial to others but is vital for any leader or manager.

We sometimes forget to give that same recognition to the one we impact the most daily: Ourselves. The list of ‘to-do’s’ is endless, and whatever requires improvement always appears to be at the forefront, but what about where you have come from and achieved before?

The adversity you or the team face today is not something you cannot cope with. You have experienced worse before and have overcome it.

Give yourself a little recognition for what you have achieved to date. It will make the to-do’s and needed improvements less daunting and surmountable.

A natural ending

Mar 5, 2023

Even the best shows you have watched that provide pleasure and hours of fulfillment will reach a point where the storyline is less attractive, and you end up watching more out of obligation than for entertainment. The story may not have altered much, and the same beloved characters continue to perform each week, yet it elicits a different response for you. You have evolved, and what mattered to you a few years ago is no longer where you choose to dedicate your time.

This same dynamic exists with the products we sell, the job we perform, and even the organization we work with. What once gave you joy and contentment may reach a point when you no longer identify with it. This is your time to make a change.

You can possibly take on a new challenge, move your career in a different direction, or find that purpose and organization that aligns with who you are today.

It is the end of one chapter and the beginning of the next, the one meaningful to you now.

You can’t undo it

Mar 4, 2023

You cannot unlearn what you know, and you cannot unsee what you have experienced.

Similarly, you cannot go back once you advance. You may stumble, but you will always look forward to that step ahead.

A question of power

Mar 3, 2023

Leadership brings a level of power. Mobilizing others and having them perform as necessary can make a huge difference in any group.

With power, there is an element of responsibility, not only to others but in the use of power.

Applied appropriately, respect typically follows.

Is the respect attained due to the power of the title or the leader’s responsible actions?

A matter of perspective

Mar 2, 2023

What we attend to is our choice. How we view each endeavor is based on our perspective.

Recently it was a cold 0° F (-17°C) in New York. Going outside may seem unreasonable because the temperature is only reasonable if you are a penguin, while for many humans, it’s untenable. Yet, is it cold weather, or that you are merely poorly dressed for the weather?

Daily situations arise where our perspective will dictate how we approach them and, inevitably, the outcomes we can expect a ride on these perspectives. Everyone can face the same factors but respond differently based on their view and vantage.

Consider yesterday and how it unfolded, and ask your view on all events, including those good, bad, and ugly. Then, consider how today may be different just from an alternate viewpoint.

WANT wins? WHAT to STOP

Mar 1, 2023

As leaders, creativity and imagining how to improve the product, processes, culture, and overall organizational performance is an ongoing challenge. Yet, a simple element we grossly overlook, and which is far simpler to address with almost immediate impact, is what not to do.

What should you stop doing that exists today?

Keeping toxic people that are repeatedly the topic of unproductive discussions.

Making excuses for poor behavior and performance.

Setting on yet another priority: you soon will have none.

Taking action without thinking.

Accepting that convenience is optimal.

Believing that more is better.

Seeking change and expecting others should change, not you.

Thinking that nothing will change, since if you do think so, it won’t.

As part of the quarterly review, organizations should be encouraged to reflect on what we should stop doing that we do today. Then, do it, or else we must add procrastination and false hope to the list.

Resignation

Feb 28, 2023

The past year we experienced the workplace phenomenon referred to as the Great Resignation, where a disproportionate number of individuals chose to leave their employment for other opportunities, or in some cases, none.

Resignation may be apt to describe how many people feel when they choose to leave their job. We sometimes refer to it as quitting, but is it? For many, it is the realization that the company will not change and that they do not fit into the culture as they had hoped. So why commit most of your time to an organization and leaders that do not leave you fulfilled and invigorated? Consider that.

As leaders, we should possibly appreciate that people are at the ends of their tether and finally cannot hold on any longer. If they resign, it is their acceptance of expecting little change from the company, and needs to make a decision that will bring them much joy. On the other hand, if they remain in adverse conditions, it is merely a resignation that nothing will change, but sadly they have lost hope in expecting better.

Best hotel

Feb 27, 2023

The accolade of the best hotel in a named category is one bestowed on a few establishments. If it is one person’s view, that itself is recognition, but when the honor is awarded based on a mass of reviews and opinions, it is recognition of a well-thought-out vision and even better execution,

Imagining what would be the best and how to position it requires thoughtfulness and planning. Inevitably, many a proprietor did not design merely to be voted top but was instead voted best because of the experience design and even more execution of that plan.

Accolades will follow when we seek our best, regardless of size or other limitations. Instead, it is a relentless pursuit of one’s dream. Not too long, others begin to notice since it is obvious and evident.

Break out

Feb 26, 2023

Suppression exists in many forms and is culturally prevalent, differing across nations, religions, and communities.

Each day we experience it, often self-induced due to supposed societal norms and acceptances. Yet, we refrain from what is often natural and pure.

Suppression, while experienced by most daily, can destroy our creativity, joy, and growth. While we know it and are aware of the negative emotions it creates, are we prepared to release ourselves from emotional shackles and live the life we desire?

Indulgence

Feb 25, 2023

No time is more apparent than the holiday season to witness indulgence in its full regalia. For many, it may take on a gastronomic form, while others savor family or quiet time and even luxury with their thoughts. That is the weekend’s role throughout the year—an opportunity for a small dose of indulgence.

And why not take on something that pleases you? Indulgence has energy, power, and excitement. If we harness it, it is stimulating and uplifting.

A form of indulgence we rarely practice is our ability to indulge in the elements that bring us satisfaction with no guilt, even for a moment. Diet. Training schedules, work commitments, responsibilities, and duties we fulfill daily. Do we take the pleasure to indulge in the thought and use this to create a calm, align purpose and direction, and uplift?

Indulge in your thoughts and fantasy, and take the time to pamper yourself for a day. While at it, consider n at-home spa, cook something nourishing and decadent, read a book, hike, listen to soothing music, dance a little, laugh a lot, or whatever cleanses the mind, soul, and body. We should indulge in our thoughts holistically. After all, why do we do what we do if not for some satisfaction?

The positives exist

Feb 24, 2023

We lean toward the negative. Do we isolate the error in the report rather than the correct majority or the one item left out of the cupboard when all else is stored away? Instead, we focus on what we do not have, what we did not obtain, and what we wish for.

Unfortunately, the same sensibility is prevalent within organizations. No one is suggesting we should not compile a perfect report or have a clean home all the time, but if we only focus on the negative, it becomes demoralizing, to the point we encourage a ‘why bother at all’ dynamic.

As leaders and workers within an organization, it would benefit all to spotlight positivity and the good achieved. Let it outweigh the errors and shortcomings and be a platform to elevate us to where we are going rather than a reminder of what we have failed at.

We can look at the same situation, view it differently, and with that, achieve completely opposite outcomes.

Care too much

Feb 22, 2023

Those who care are necessary, especially when it is for others. The ability to nurture, support, and help is often welcome.

Knowing someone is alongside you on your journey is reassuring and comforting.

While that care may be welcome, it may not be at times. Repeatedly wanting information and inquiring how I am doing may not be what I need. ‘I may not want to engage in the discussion, and your care is now becoming a constant reminder of something I prefer to distract myself from.’

Being aware of the care someone may require is supportive, and appreciate that if you care, it may be best to allow them space, and they will bring you in as they need.

After all, if we care, let’s be sure it is about their need rather than fulfilling our need to be involved.

Showing your age

Feb 22, 2023

It is not about wrinkles, aging skin, or stiffness of muscles and body. We show our age far more through the actions we take. It is less about the obvious ones, but instead, with age, we learn that some things matter far less than others, and what is important is very different from what we expect when we are younger.

Consider your behaviors and how they reflect your age. Then, as we mature and gain a broader perspective, we greatly appreciate the following.

Believing it is about what we give far more than what we get.

No value in sweating things you have no control over

Not all food is equal

Quantity over quality

People are more important than things

Time is our most valuable asset

Opinions are easy and cheap, and withholding judgment is valued

Having an abundance mindset versus one of scarcity

We do not have to be liked by everyone, nor do we have the time

Smiling is infectious

‘You are as old as you feel.’ Aging is a mindset. You can choose to feel old, and you likely behave that way. Instead, be young at heart and mature in mind.

Rebound better

Feb 21, 2023

A term applied to suggest coming back or a ‘do-over’. Used in sports, relationships, careers, and corporations, the suggestion that one gets the opportunity to do it again and revisit a situation is uplifting and opportunistic.

Rebounds are integral in life since rarely do things go according to plan. Instead, we meet disappointment and discontent the first time. And then we get to do it all again, except better this time.

Think back on a relationship or a job that you separated from. You were likely disenchanted and down on yourself if it was not your choice. Well-meaning friends often advise, ‘you need to get into a new relationship as soon as possible’ or ‘find a job fast.’ Well-meaning and understandable, it is also often ill-advised.

The focus becomes finding a new job or relationship. But are they all equal? Step back and ask what it is that you desire from the opportunity. Learn from past mistakes, since there are some, and adjust.

Rebounding is not about finding a replacement but instead about doing it better.

It’s about the people

Feb 20, 2023

Glasgow, Scotland, is not a city one would physically describe as beautiful compared to other large cities. It has a grungy industrial beauty to it. While there are many arts, crafts, and culinary attractions without a doubt, there’s one element that stands out even relative to other big cities in the United Kingdom. It’s the people. The city embraces this to the extent that its current slogan is ‘People Make Glasgow.’ That statement is true. Over a few days, while visiting, I spoke with locals and immigrants. One would expect the locals to be biased, yet the immigrants were the ones extolling the friendliness of the people in Glasgow. The people do make it unique and memorable. Anyone would want to return to any place that makes them feel welcome.

This is relevant to cities and nations and just as applicable to organizations and teams. Organizations with a strong culture that emphasize the beauty of its people are likely places that are happy, where individuals thrive, and the organization prospers. Where people smile, converse freely, and encourage interaction are places we choose to be part of.

Although a simple concept, so many organizations get it all wrong. The responsibility may apply to all, but none more so than the leaders. Have you ever seen a happy work environment with unhappy and dissatisfied management?

Organizations want their people to be efficient and effective. How about happy too? Imagine your organization if people said, ‘People make X-organization?’ And why not?

The Rehearsal

Feb 19, 2023

On the show The Rehearsal, the team carefully outlines how individuals should tackle difficult situations precisely and, with planning and rehearsal, intends to minimize major unpleasant surprises and consequences.

Through planning and mock-ups of the permutations and possibilities, they can carefully strategize for the issue.

The planning helps. However, the rehearsal provides comfort and confidence when approaching issues and minimizing surprises.

Yet, rarely is it an actual event ever as bad as we imagine, and gaining security before, is an elixir of potential unwarranted pain.

Connections

Feb 18, 2023

So vital. When aligned, it can be seamless—passing from one airport terminal to another effortlessly, a passage to bypass formalities and redundancies. But, of course, the connections’ effectiveness depends on the purpose, curation, and maintenance.

The connections we create are vital. However, they require maintenance and care, and ones that are well-curated, provide one with seamless and endless possibilities but minimize unnecessary disruptions at the very least.

We are in times with the highest level of stress and anxiety, where people are even more disconnected and alone despite the supposed connections through social media. Care of these connections immensely alters our experience and is vital to our health and prosperity.

No democracy

Feb 17, 2023

Within organizations, groups, teams, and households, there are an infinite number of decisions made. The problem is that we need to make the decision fast and whether or not we need to include everyone in the discussion and gain consensus before making the decision.

It depends. To decide, consider the following questions:

Are others better informed and positioned to make the decision?

To what extent will the decision impact others?

How will other input help make a better decision?

Are we likely to gain consensus in the discussion, and if the feedback is disjointed, will you abandon the question?

Sometimes decisions made will be a success and embraced by all. Other times the decision will be subject to personal bias and scrutiny and not viewed from the group level.

Some decisions merely need to be made. You may not get it right every time, but a decision is what those you are leading expect, and be prepared to adjust when your decision is incorrect.

Windows and mirrors

Feb 16, 2023

Looking out the window, we set our eyes upon something or someone else. It is vastly different from the singular view when gazing into a mirror. When challenges prevail, or there is discord, many will favor the window while they readily stare into the mirror with success.

Leaders should grasp when to look into mirrors and out windows. With team triumphs and success, strong leaders will look out the window and attribute success to others, while failure reflects on their actions first.

Where we choose to look for the good and bad is a strong indicator of our leadership strength and capabilities.

The community we nurture

Feb 15, 2023

Yesterday, waking to another mass shooting in the US, now bringing the total to 23 separate incidents in 2023. The prevailing sentiment of dismay and sadness for those who lose their lives senselessly is quickly followed by the question ‘why?’

Why has this become a way of life? Why are individuals resorting to mass killings to express themselves? Why? Why?

The issue is more complicated than accessibility to guns. Is it more so of our failings as a society? While we have greater access to things and opportunities than at any point in civilization,we have lost track of the fundamental element that makes it all worthwhile. People.

Our obsession with accumulating material objects and wealth is more significant than our desire to create happy, harmonious, caring relationships, which result in better communities where others belong.

Few intently make building better caring relationships an objective or goal. Instead, we focus on profit, efficiency, size, and more. We may even talk about culture in organizations, but what do we do? We implement programs, create workshops, and send newsletters. These are helpful but none more vital than the simple small gestures we can share daily.

The simple salutation and ‘how are you .’Taking the time to listen to someone. All too often, individuals work side by side for months and know little to nothing about each other. What may we be able to create by smiling at the stranger or asking someone if they require assistance?

We have no idea what others are experiencing, nor should we assume. Hence, the material elements we emphasize as important may not feature for others when all they seek is a little connection. Of course, this is not the answer to our troubled society, but when is a kinder, more caring environment not an excellent place to start?

And we should not become so complacent to think that mass shootings are an acceptable occurrence in our society.

All about love

Feb 14, 2023

Why not share it today? You may be celebrating Valentine’s Day with someone special, and take the time to cherish something special that you share that creates a close bond and affection.

Possibly we can take the inspiration of the day and extend it. Share our loving side today with all we encounter and experience by taking the time and seeing the good in someone and thanking them for the smallest of gestures before agitation, affording the benefit of the doubt, harmlessly complimenting someone instead of barking at them, and bringing that same loving sensibility to all we do: the chores, work, and even the simplicity of your coffee, walking the dog or respite in the middle of the day.

Take a few moments, share how much love you feel, and then smile. Inside is excellent, yet outwards, others may soon feel the contagiousness.

Repetition with time

Feb 14, 2023

It is what we do to learn a new skill and master it. Then, we repeat the same thing[-, and initially, there is some failure, but with time there is a progression towards what appears to be perfection.

That same principle applies if we seek to optimize time. Repeating the same activities, behaviors, and actions with frequency and consistency becomes the most straightforward path to improving productivity and effectiveness.

While we program or set machines to operate with precision by performing functions repeatedly at set times, we equally would benefit from these set routines. Knowing what comes next without little thought, and creating a logical sequence of activities, improve our focus and efficiency.

Life-work balance

Feb 12, 2023

Do we have this all wrong? We talk about work-life balance, managing our personal lives, and all else we do within our work commitments.

Do we have our priorities straight? We prioritize work constantly and attempt to fit our personal needs into any gaps that may exist, willingly dismissing personal commitments to meet work needs. Yet, why do we work? For most, it is to have a better life.

Think of a life-work balance. The younger generations can teach us how to realign our commitments. Why we do things, and what is reasonable and not. Being a good worker does not imply you are always at the mercy of the whims of the organization. Beyond emergencies, if an organization expects you to be on-call perpetual, it is unlikely there will ever be a balance.

You know you are on track if you commit to set vacations well in advance, plan nights out, and schedule time with friends. And even more so, when unimportant work needs arise that create conflict, you should be able to say ‘No’ readily.

Mending fences

Feb 11, 2023

Fences are put in place to set boundaries, contain elements, or keep others out. They also help protect and can even be a sense of security.

Inevitably they break. We can choose to fix them or leave them broken. Repair requires time and energy and can be difficult. However, leaving it unattended, while simple for now and enabling freedom of movement, it creates a lack of structure and boundaries, and less defined clarity of who owns what and where things belong, with a potential risk of harm.

Strong relationships are clear on boundaries, responsibilities, and ownership. They can break, but if left unattended create confusion and tremendous insecurity. During work, the rewards exist when we take the time to mend them.

Wallow

Feb 10, 2023

Often associated with large mammals laying around muddy water to stay cool and avoid insects biting them, and as humans, we take it as a form of indulging in pleasure.

How is it that so many we encounter choose to wallow in misery? Each day presents issues and challenges, some minor and inconvenient – others severe. If we recognize it as such, we can vent for a moment to make ourselves feel better and then compose ourselves and move on to resolve the problem. Avoid the wallow, the choice of many.

Possibly it is a pleasure that some attain or avoids the bites, but it’s rarely -if ever – proactive or productive. Eventually, we wash the mud off. So why spend any time in the dirt at all?

Simple and grateful

Feb 9, 2023

I am grateful for the past year in many facets and having spent some time reflecting on the time and discussions with many of you, I am making minor adjustments for the year ahead.

While my goal is to share personal experiences that benefit others, I may write them so that it appears impersonal, yet they never are.

Like many of you, I am also streamlining. Not that simple is easier, but instead, I can focus on more challenging and vital aspects and attain greater fulfillment through simplifying. I appreciate that some of these challenges may no longer be difficult to deal with, with simplicity.

Some elements of focus include:

Prioritize the important
Fewer goals at any one time
Quality over quantity
Kind candor
Stay true to values
Focus on the purpose
Spend time with the people who matter
Make time for fun

A dry toast, to simple and grateful.

Upskill the team

Feb 7, 2023

We question ‘how does it work?’ each time we encounter a new technology, application, or unusually designed product. Just think back to the mission of syncing all your remotes into a single one, understanding the nuances of a new phone, or investigating the intricacies of the digital program at your fingertips.

Yet, we all learn differently. Some like a demonstration, while others prefer to be shown explicitly; hence YouTube is the most useful in the absence of people. Others scour the manual from cover to cover before unwrapping or loading the new product. Then some think they will figure it out as they go along.

Do we consider the various learning styles when upskilling our employees and introducing them to new tools, frameworks, or programs? Instead, we will often teach them the way we like to learn and are then disappointed when they fail to absorb the new information as we intended.

Training and developing our people is one of the greatest gifts we can give employees, and even though we may emphasize it, we may undermine the impact through our rigid one-style-fits-all approach to teaching.

Take the time and discover what makes sense for the team and introduce an array of learning mediums and approaches to help optimize your investment and their satisfaction.

False start

Feb 7, 2023

You jump out the gate too fast, only to be called back. Not literally, but there are times when we are over-ambitious and enthusiastic. So our mind is already at the finish line that we forget that an entire sequence of events must occur.

The same applies to the start of a day. We want to achieve so much and have the desire to accomplish a long list of chores, and before the day has begun, we spill coffee on ourselves, cannot find the keys, left the phone somewhere. These days happen. It may not only apply to the day but an initiative or project.

Like the race, take a deep breath, regroup, and start again. However, getting to the finish is what matters.

Central to the role

Feb 6, 2023

Too often, we encounter failure not through will, intent, or effort but rather due to a lack of clarity. It often happens when we flounder after being ambiguous in setting expectations and ones related to roles.

If we can only state what your job is. It applies to work and as much to us as individuals.

Cuttino Mobley, the basketball star, stated that there are three things that his children must do well. Study well and perform at school, be a kid, and be kind. For them, it becomes clear what is essential and where their focus needs to be.

When others fail, or when we fail, question whether there was clarity in what is vital in the role. Dismiss the urgent for the list, and the proverbial, ‘as well as….’

Chasing dreams

Feb 5, 2023

We have all had them and still do. Hopefully, we pursue most but abandon many due to doubt.

Doubt is not a friend of dreams. Instead, doubt is the voice holding us back; in many situations, it is not our doubt but the doubt of surrounding voices.

The naysayers will exist, not because they believe you are incapable, but mostly because they are jealous or have had their dreams quelled, through failure, lack of persistence, or no real commitment. As a child, coaches told Lionel Messi he was too small and would never amount to much as a footballer, and yet today, he features in the debate of the greatest of all time -GOAT. Similarly, in high school Michael Jordan was overlooked. All it took was their belief, and a few others shared their ideal.

Our dreams are ours, and no one should ever be responsible for changing the course of what we desire unless it is to push you to a new level of success.

Awaken

Feb 4, 2023

We may differ in how awake and aware we feel every day. For some, it may be invigoration, energy, and yearning for exploration and growth. It rarely associates with regression of any form.

How awake are you? Why is it that mortality, abandonment, or strife often catalyzes awareness?

Without a clear purpose, life’s treadmill will dull your cognition. By design, repetition can do this since it becomes mindless and may even feel purposeless.

Is this where you’ll choose to be in a year? Does what you do and who you spend your time with bring you satisfaction and joy?

Others may recognize a change or ponder on your state, yet no one else can definitively know whether you are awake or not and to what extent.

We may not be able to change our situations and circumstances immediately, but only if we are awake and attuned to the environment around us will we make steps towards bettering ourselves and using the energy surrounding us.

Let them fall

Feb 3, 2023

Recall as a child or even as an adult, and was repeatedly told to do or not do something because it would result in unpleasant and sometimes disastrous consequences. Take a moment to pause and reflect. What comes to mind?

Even though others forewarned you, you did the opposite. The same applies today. Individuals with the best intentions attempt to guide you against pitfalls through encouragement, advice, and suggestions, but instead, you discard them without a thought and proceed as you choose. In some instances, you may consider the information, but since it is contrary to your ideas or requires a change in the approach, you dismiss it outright. We learn best when we fall or fail. When we do, we may even wonder and state, ‘my parents/friend/peer warned me from the start,’ but will likely proceed to do it all again. Then we learn.

Keeping the team on track

Feb 2, 2023

The post ‘Did you do it?’ addressed individual accountability. What about teams? An organized group plan creates deadlines, agrees on commitments, and develops action plans with the identified elements of ‘Who, What, and When.’ Without all three, there will inevitably be differing interpretations. Even with a perfect plan, individuals interpret details, and deadlines slip.

How do we instill accountability and planning?

Project management tools aid in managing large complex initiatives involving numerous individuals and teams with many dependencies and milestones. Sometimes, it is a single person who drives the work, and using a planning tool to project for the next quarter is a valuable method that sets out the weekly deliverable and who needs to be involved. For example, I use a simple Scaling Up tool called the Quarterly Race. It is a race to get to the 13-week finish line, with a milestone for each week getting to the end, week 13. Then on a quarterly, monthly, and weekly basis, the key events and milestones are put into a calendar. While simple, it is effective.

The issue within teams is that one person is always accountable for a group effort. So they have to encourage, pursue, and sadly even threaten. But why? The issue you are dealing with is not unique to you and your team. So how do we keep everyone on track with the right people doing the right thing? Are we all aware of the expectations?

Use technology, again, to help manage the activities. Project planning tools that provide reminders and highlight progress benefit group projects. Accountability applications where you can record actions and assign weekly accountability and track can help keep everyone on the team on track, rather than relying on one member to get the work done or, worse off, having to remind others of their commitments constantly. Many tools available with varying simplicity and functionality will work for you and are guaranteed far better than what you have today. After all, why does someone need to feel like the nag following up and then blamed for ’picking on someone just because they haven’t done what they said they would do?

Use a version of ‘Who, what, When’ to record all actions, develop a project plan or the Quarterly Race, and schedule everything, literally all meetings, deadlines, and research time, and finally use a tracker – automated is best, but a spreadsheet is better than none. These few tools will help the team understand tasks and deliverables, who is doing it, and keep everyone accountable. If you want to do it well, use all the components.

Those who say they don’t need any planning are the ones who need it most, and those who suggest that any tool that tracks is a time waste are not planning and likely missing far more.

It’s not easy

Feb 1, 2023

What is easy that’s also fulfilling? The documentary of Tony Hawk demonstrates how when he started skateboarding, nothing was that easy, and what became easy later was hard, to begin with. However, as he mastered skills, they became easier; he could move on to the next skill with increased complexity and difficulty.

Life is not easy – well, a life of significance.

We disregard easy and rarely value elements when they are.

We seek to challenge and grow for fulfillment.

Similarly, we should be wary of others constantly seeking out the easy way out. Simpler is preferable but not necessarily easy since getting to simple is not always easy.

Our ability to advance negates the easy way but instead challenges us to take on a challenge until it becomes easy, even for a brief moment.

Accountability in the measures

Jan 31, 2023

The goal is to improve employee satisfaction. Not an unfamiliar or unusual objective for most organizations, and usually assigned to HR. Yet what does it mean, and how do we affect the desired outcomes? Now what?

Accountability- no one truly wants it ultimately. While you may sign up for the task and enjoy the status and rewards of the position and role, being accountable is less appealing. You may dream aloud to be the person who steps up and saves the team, yet how many would eagerly step forward when in the position to do so?

Accountability is no more evident in the performance measures that organizations develop. Whether they’re KPIs, OKRs, MVRs, or any other scorecard that organizations develop, one commonality is that most are rife with ambiguity, and a lack of accountability comes with ambiguity.

The initial problem is when asked to provide a measure of performance, individuals creating it will typically state a task or action as the desired result. Yet these rarely bring measurable benefits. The second iteration communicates an output, such as increasing the number of people served or increased media exposure. While they may be steps in the right direction, what is the benefit here?

Measure benefits

If we can develop clear specific measures that focus on the outcomes we desire and behaviors we want to instill or master, we create more specific goals to progress. With that in mind, the organization’s actions will become more appropriate. For example, is the goal to increase media exposure merely, or is increased print and television mentions a goal with the benefit of increasing the number of potential donors who sign up for regular information from the organization? Now we can ask whether what we plan to act on and measure appeals to our desired audience and solicits a call to action.

Be specific

The next step is to be specific regarding the desired outcomes. The use of words such as growth, increase or decrease, effect, change, favorable, reach, and satisfy all denote a direction or sentiment. Yet, the vagueness is subject to interpretation and even manipulation. For example, we may have increased media exposure, but we’ve only had a minimal increase in sign-ups – yes, it was an increase of sorts, but it doesn’t mean there were the wanted results.

Specific, clear outcomes we seek that provide measurable results provide clarity in the goal and direction to take, but more focus on the actions and behaviors to produce desirable products. The guide, while daunting since the performance target is known and measurable, can also be inspiring, and it will eliminate needless activities that do not support the end goal.

We should ask whether we are developing goals to posture or appease an audience – leaders, board, investors, etc. – or are we creating specific measures that will create accountability and inspire it too.

Mountains we climb

Jan 30, 2023

The alpinist will confront the new challenges ahead of them, the free climb into a gorge and beyond. Depending on their expertise and experience, some may be simple, others a challenge.

You may be standing at the precipice of a small hill with a rocky outcrop and little grip. We all have a mountain. Where you stand, there is safety, but there may be a challenge ahead.

The experience is unique, and it is yours alone. Take the step forward, and only you will appreciate the leap you took. If you remain where you are, you may never enjoy what may be possible.

What’s the problem

Jan 29, 2023

Any major issue we imagine may not be the real problem we need to address.

The problem we recognize is typically the most apparent and obvious, but for the wrong reasons.

To take on any challenge, it is necessary to understand the problem and get to its root cause. For example, an organization grappling with hiring may blame its woes on the difficult job market while competitors continue to retain top talent and do not have a need to hire.

Asking questions, and thinking more about the problem with the intent of understanding instead of judging, will often reveal the base problem.

Only when we get, there are we then able to take on the concern and resolve it.

Insiders and outsiders

Jan 28, 2023

It is preferable to be on the inside. You are accepted, a part of something and are in the know.

Being an insider also requires you to adopt the same thinking and accept the social norm, or you may be cast out.

Outsiders provoke and antagonize nd create discomfort. Without outsiders, there’s just one line of thinking and no disruption.

Our quest to be an insider may be misdirected; instead, the outsiders may be the ones we should pay closer attention to. Afterall. progression and advancement in history in all facets have been the impetus of the genius of outsiders.

Fix the squeaky wheel

Jan 27, 2023

The 18-wheeler cruises along the highway, and the trucker becomes aware of a squeaky wheel. Inevitably he will get out to find that one squeaky wheel and look to resolve it.

The squeaky wheel is prevalent within an organization. The individual who stirs the pot. Typically a non-performer, but possibly a high performer seeking greater attention. They exist, and we give them attention, even of the wrong type, but like a child seeking attention and approval, any will do if that is what you desire.

The mistake we make is that is where our attention goes. The one team member who is not aligned, and in the process, neglects all the others collaborating and performing as the team expects.

Once we recognize the squeaky wheel, it requires a remedy, or the damage may be far more extensive and possibly bring you to a grinding halt.

Reverse bullying

Jan 26, 2023

The dynamic exists in the workplace and often between supervisors and direct reports. We are familiar with the dynamic where a manager’s behavior may resemble the bullying of a direct report. Quick action is necessary for a cultural dynamic that is widely practiced and accepted when it occurs.

Yet, bullying can occur where the supervisor is the victim of such actions. The scenario is one where the direct report is unhappy. Still, instead of addressing the issue, they create falsehoods, focus on ‘playing the game’ of deception, and spread rumors to ruin the individual’s reputation. In most instances, this behavior typically arises from the direct report repeatedly not performing. Instead of performing their roles, they digress, suggesting they do not understand the request, the goals or timelines are unclear, and they are victims. The focus turns to a smear campaign in place of the task.

Similarly, the actions an organization should take here should be decisive and swift. The supervisor must address the issue and be clear on expectations and future behavior. Should the behavior continue, refer the problem immediately to human resources or the appropriate individuals and put a remedial plan in action. There’s no use in complaining unless we have a plan of action to solve it. If it does continue, in the organization’s interest, it’s time to move on and fill the seat with the right person.

There is no place for bullies, but there is also no place for those who do not perform the commitments of their role.

Did you do it?

Jan 25, 2023

Most individuals want to do the right thing. But, at times, it is hard. That is likely why they call work ‘work; It can be challenging. Considering the goals, initiatives, deadlines, commitments, and aspirations, they all pile on.

The ones we likely keep are likely because we commit to someone- to deliver a specific outcome by a given date. In these situations, we are most successful. Think of meetings and client commitments. Yet, there are many other situations where these lag, and typically it is when we are left to hold ourselves accountable. The dates slide past, we forget, or we make a partial effort.

Accountability is necessary. Managers and supervisors are instilled with inspiring individuals and then holding them accountable. There are a few simple ways to help keep yourself accountable too.

Schedule

If it is not on your calendar, it will not get done. Plan for the week, the month, and then the day. What you plan to complete should be put into your calendar, specifically, e,g Prepare a monthly status report.

Accountability partner

Get someone that you can check in with daily. It can be just a minute, but the two of you should work together to keep each other on track. Did you do your best today? Use incentives, scores, and whatever it takes to make it fun. It is not another chore but instead a way to stay on track.

Use technology

An electronic calendar is a start. Use reminders and flags. Align this with to-dos that you check off daily. Some applications will even schedule for you.

We are prone to forget and delay. These are not excuses, and nor should they be. How we handle our mistakes is our responsibility, and even more so, how we plan to get back on track should be our imperative.

Sixth sense

Jan 24, 2023

We may be troubled and feel uncomfortable. But, on the other hand, it may be unknowingly, or the onset is sudden and random.

Sudden onset is our realization- it’s unlikely random. Instead, it is a sense of awareness – one honed over years of experience.

Pay attention. Is it true or self-manifested? If confirmed, we must address it. If it is something we alone have conjured, we must deal with it.

Each sense provides us with valuable information that the others cannot. We would not dismiss any of the five, and we can all do with optimizing our awareness and use of the sixth.

Meeting expectations

Jan 23, 2023

The concept is fraught with complexity, ambiguity, and subjectivity. The question is often, whose expectations?

Do we consider whose, what, how, where, and when.

The expectations of today are not those of yesterday and will inevitably differ tomorrow.

We can assume, at our risk, or we can inquire.

When it is our own, patience is required since we unknowingly change without realization, so how could others share that awareness?

The second one matters

Jan 22, 2023

The first is trying something new, different, or novel in venturing into unknown territory. No one has been there before; the results are unclear, and the response is less specific.

However, the second person matters most. They validate the idea or action. With that begins a chain reaction.

The first one is not the hardest, and the question is whether others will follow because what they see is appealing enough.

The upper hand

Jan 21, 2023

Each discussion, piece of writing, or speech offers an opportunity to learn something different or new.

Do we learn when we talk or when we listen?

Casting assumptions early or conjuring up a response alters what others share before we fully hear.

While it is easy to listen since you do not have to do anything better to do than pay attention, we continue to disappoint at it, for others and ourselves. For them, recognition is rare, and we have little growth.

Save your breath, and enjoy the moment since you never know what you may get from taking it in while fully understanding what you want to say.

Realism in commitments

Jan 20, 2023

You may dream or wish for a lofty aspiration or goal. For example, ‘I will only eat vegan’ or ‘I will run 5 miles daily.’

Are you prepared to put in the work and discipline to achieve this?

Can you make time for the endeavor?

Possibly a goal that is less binary and does not set us up for complete failure is tangible, realistic, and likely more inspiring. ‘I will only eat meat twice a week,’ or ‘I will run at least three days a week’ may be a more straightforward way to get started.

Don’t create goals you know will be almost impossible due to the stretch or the time commitment. Was the fun in ideation, and unless there is the conviction to attain it, why start at all?

Value in the brand

Jan 19, 2023

Reviews are often helpful when buying a product, especially if the vendor or the brand is unknown. The reviews help us understand the quality, reliability, accuracy of product specifications, value, and customer satisfaction with the product or service.

This can be useful, especially if we are reviewing a product. However, it is not as reliable when it is a matter of taste or preference. The restaurant may get good reviews, yet what is the palate of those who appraised the product? What is the style preference of those who reviewed the sweater? What fits you may not suit me.

Comfort exists when we know the brand, and it is merely a matter of choice – our own. Quality, reliability, value, and service are not in question.

Return policy

Jan 18, 2023

We freely purchase goods with the knowledge that we can return them within a given period if it does not meet our expectations. It gives us some confidence but is inevitably a mechanism for the seller to entice one to purchase with greater ease. This differs from ‘the old days,’ where credit did not exist, layaways were common practice, and all sales were final.

While it may be a convenient marketing practice, we have taken this to form our way of thinking where there is little permanence. Individuals now change their jobs and careers more freely, and it is less complicated to divorce from a relationship than ever before. Yet, this same thinking leads us to some frivolous thinking where we are quick to engage and commit with the expectation we can get out.

What if we could not? Would we alter our decision? How likely are you to engage in a new practice at work, make the hire, or subscribe to the new service if it’s permanent? There are costs associated with all of these if they prove to be a mistake. However, we may be able to avoid it if we stop and consider how we may feel if permanence is associated with the decision.

Fundamentals of dog training

Jan 17, 2023

Training a dog can be hard work. Or not. The rules are relatively simple, but then it is rarely the rules that matter most, but instead the application of them. Trainers will tell you that it is rare that the dog is the issue, but rather, you and your inability to apply any methods and rules with consistency and frequency. If you follow the rules one day but not the next, you create confusion, and in that case, the compliant dog will revert to the more spontaneous mode. Yet, they don’t budge once trained and the new norm is adopted.

We are no different. Adopting any new routine or habit requires some simple guidelines and then requires us to apply them consistently and frequently. When we create the rules and don’t ensure we use them as designed and regularly, it is likely not the concept at fault but rather the execution.

You have all been there. You try a new habit for a few days or even a month and then stop and say the program did not work. Agreed, it did not – because you stopped. Similarly, within teams, we look for a change to occur, yet we are unwilling to apply the necessary discipline to effect it and ensure it sticks.

Success is simple. It requires you to (1) choose the program/ system/ behavior/ framework you want to implement, (2) share the details with all involved and be clear on how to apply it, and (3) obtain agreement by all that this is what you will do. These steps apply to anything you may want to do for yourself.

Now the fun begins. Start. There should always be a champion who can support others to ensure that we are on track and help where there may be uncertainty. Then check in regularly, and determine if it is applied consistently. Ask each person, and bring it back on course when it derails from the plan. If the issue is a person unwilling to cooperate, the problem is not the program.

Give it a try, but only if you are prepared to follow through, or it may be better not to do it at all.

Is this a good time?

Jan 16, 2023

Freshly homemade lasagna sounds appealing but may not be what you want in the morning. Job offers when you are fully engaged and satisfied with your work and career are not necessarily a welcomed diversion today. Timing is critical for the mundane and the important.

The effectiveness of any relationship and team development relies on good communication and requires an appropriate level and ability to engage in conflict. While necessary, the critical element is timing.

Be tactical in the timing of feedback and questioning. Sometimes are better for engaged discussion, and we are receptive to others where delaying the conversation is best. It may be as simple as asking, “is this a good time for us to discuss?” and “If not, when?”

Simple and easy

Jan 15, 2023

Simple is rarely easy. What we equate as being easy may not be simple, but the ability to break it down in a simple way makes it easy.

Easy may be equated with less effort, while simple is anything but.

Creating simple is often tricky, and simplifying can be complex, which can make it easy.

Anecdote to frustration

Jan 14, 2023

Frustration is an emotion we all experience. Accept that it will occur at times, yet the impact of frustration depends on how much we permit ourselves to be consumed by this frustration.

Very few things consistently go according to plan. Planning is a way to minimize surprises, yet we can only control what we have direct power over. So accept that there are eventualities that occur that may be unavoidable.

This is where frustration typically appears. There is little value in lamenting the issue or challenge that has occurred. Instead, a shift to ‘how do we solve this’ quickly allows us to leave frustration behind as we seek solutions and positive outcomes.

Suggesting that someone is to blame for our frustration is a misaligned view. While others may act frustratingly to you, the emotion is of our own accord. We can permit it to enter or let it pass through.

Like the wellness ailment you may suffer, it is not ideal, but now that you know the issue, you best begin to get better.

Looking over your shoulder

Jan 13, 2023

In suspense and thrillers, someone is inevitably looking over their shoulder or keeping an eye out. They may be the villain, the victim, or even the hero. Inevitably, whoever it is got themselves entangled into a situation that went awry, and they now find themselves in a precarious state looking after their shoulders. The familiar scene is often where the victim has created the drama through their thoughts alone, and the threat is non-existent. Regardless of how this plays out, you will ask yourself, ‘why did I (they) get into the situation, to begin with,’ or ‘why did I (they) not make better decisions earlier to avoid or minimize the negative impact.’

Is this purely limited to fictional films and shows? This is life and none that is unfamiliar in the office environment. Inevitably those who are looking over their shoulder, there is a straightforward question to ask themselves to give the situation context ‘what did I do that created this.’

While you may be living in your drama, you are likely laying a role as the victim, villain, or hero, and with little doubt, there is a better option for you to tale than the one you chose. Looking over our shoulder provides little comfort while looking ahead, we do not trip and fall.

Attracting new hires

Jan 12, 2023

The ability to attract and hire new employees is a serious concern for many. Most organizations assign the function to recruitment, and the human resources team, with limited input from functional teams as necessary for the role.

Teams prepare a job description, post the job on various job boards, and then hope talent will rush forward. The result is often limited enthusiasm, lower response rates, and an underwhelming candidate pool. The typical process is anything but attractive.

Attracting employees should not be the sole responsibility of human resources. Instead, the primary responsibility for attracting employees should be marketing. If we do not have a buzz around the organization, how do we expect talent to want to be with us?

The best companies are constantly marketing specifically to potential employees. It does not require being a tech company to succeed here. Every industry and region will have market leaders. What makes the company exceptional, and where are you going? What culture do you have, and are employees happy? Check the public employee satisfaction ratings on some sites, and you will get a sense of how important an organization believes its employees are and how well they market to potential candidates.

Attracting top talent is a marketing function and should be viewed as such. What can you reasonably expect to draw if you put out plain vanilla in all your messaging?

Harmless

Jan 11, 2023

“A thought is harmless unless we believe them,” Byron Katie.

What we think is not reality; our thoughts, biases, and beliefs entwine into the story we choose to tell.

Be cautious with our judgments and assessments, for within them lay the complexity of unique interpretations and a supposed reality. Even supposed facts can be a manifestation of our desired ideals. In many forms, does current societal normality exploit realities to create like-minded communities while contradicting what it is

Here and now

Jan 10, 2023

We have endless distractions that attract or distract our attention. There are likely countless tasks we should be attending to, plus numerous unread messages, let alone the responses requiring attention share.

When you are with others in social or professional settings, the attention is on the setting, not you or them alone. We all want to feel that we are essential. Is this a good time to be distracted by other activities?

Consider the impression you create by being somewhat disengaged, uninterested, and preoccupied. Be it in person, via remote video, the phone, or chat. The format does not alter the impact.

If you care and choose to engage, a few simple tactics can help you remain focused.

Confirm your presence is required.

Before you even begin, ask yourself if this is where you need to be and if this is necessary. Has someone else got this covered, and why is your helpful presence? Is this a valuable use of your time? If you do not have a role in meetings, likely, you do not need to attend.

Stay on the single task.

If you are in the meeting, it is your priority. If you’re at home and talking with your kids, you are with them. When on video conference, the meeting is of precedence. Turn off all other applications and put your phone away. Not on the table next to you, but in your bag or away from you.

A sheet of paper.

As you interact, listen intently. Note what you believe is most relevant, then ask questions to clarify. There is no better way of being engaged than by asking questions – once the person has finished speaking, of course.

Commit to the here and now.

Your actions will be telling and make an impression. Through attentiveness, show your care. Let others feel this is where you choose to be with them. People remember you for how you make them feel, not what you do for them.

A simple yet sometimes difficult change, and likely to pleasantly surprise you as you realize how much you have missed by not being engaged, how more productive and precise you are, and finally, how unimportant the perpetual distractions are.

Keeping score

Jan 9, 2023

The matter for discussion diverts from merit alone to personal scorecards. Did I, or another person’s, opinion prevail? Score.

When you relay a story and deem it necessary to state that you were in favor or against the decision, you are using a scorecard. Who cares who came up with the right solution? Is that of the most significance? The solution is right, not because of who proposed or supported the decision, but instead due to the choice.

Those who brandish a personal scorecard likely limit not only the organization’s progress but also their progress. How do we learn from new ideas if we are always keeping score?

Grandparents

Jan 8, 2023

Why are grandparents often more mellow, composed, rational, and accept the need for risk and failure?

Possibly it is a second chance to learn from mistakes the first time around and overcome regrets and shortcomings. Is it merely an appreciation of the preciousness of time? Or is it simply a seasoned perspective on reality and what is essential?

The privilege is not bestowed on grandparents alone and is there for our taking.

Harsh reality

Jan 7, 2023

The issue you encounter appears impossible, and the initial assessment is dire and catastrophic.

If fortunate, you vent with someone since there is little you can do, or you may be hopeful they offer sage advice.

Seeking false hope may be the worst outcome.

Obtaining affirmation of the severity of the problem, while not ideal, is practical.

And rarely, if ever, is the issue as severe as it initially appears.

Context and manipulation

Jan 6, 2023

In any entire discussion, there are many elements, and within the dialog, ambiguity may exist and be subject to interpretation.

Where uncertainty arises, assumptions are the death knell of productivity.

Context is essential when seeking proper perspective; where it’s lost, it can negate the actual intent.

The downfall in character prevails where ambiguity is chosen and amplified to manipulate deliberately.

The A-team

Jan 5, 2023

Do you have an A-team? The ability to succeed in any initiative depends on the agility of the people you have. Top performers want to be with top performers. They need them to develop further. So if A players surround you, nothing is insurmountable.

Would you hire all the people on your team if you could choose the team again today? Who are the people you can rely on most of the time?

As a leader, you must assemble the best team possible. Nurture those who are consistently stellar and develop them further. Those who are at the opposite end of the spectrum need to change. Either aid their development or replace them if it is unsolvable.

Be considerate of people, but appreciate all need to perform their roles to the expected capabilities, or else we are negatively impacting everyone within the organization.

As a leader, you are responsible for choosing and nurturing an A-team.

No single answer

Jan 4, 2023

When we encounter issues with technology or process, inevitably, the solutions are limited and often well-known. The problems may frustrate us, but once discovered, we can apply the fix and resolve our issue.

In my experience, the most common issues encountered within organizations typically stem from individuals. This applies even when we discuss processes, systems, and practices where the source of the problem is the incorrect process application. The solutions here are often far more complicated, and there is rarely a single response or resolution.

People are essential to any business. We serve people, and to deliver, we require people. Mastering the ‘people factor’ for any initiative is necessary and ultimately vital for success. Dedicating the resources to manage the ‘people’ elements of the business is the ingredient to success. Going with a ‘one size fits all’ mentality is impossible when looking to be successful, yet developing mainstream solutions with built-in flexibility is the most effective answer.

Stressing that you do not have the answer to all your problems should give you some comfort, especially knowing that the number of unique issues may be infinite, at least when it comes to people.

The one thing

Jan 3, 2023

With ambition, you may desire to grow as fast as possible. While the goal may be admirable, we too often miss much in pursuit of being all-conquering.

Take the time and dedicate resources to perfect one thing first. Become good at that, and then we can more easily spread our focus. Others will also better understand what we do and are good at. We will become recognizable.

We can apply this principle to many facets of what we do. If we want to teach something or learn something new, dedicated attention to one subject element is likely to resonate more than one that bombards many topics at once. Even the essential things you want to accomplish today – what is the one you need to complete? If you get that right, you can move to the next.

Determining one thing is not a lazy approach but a more difficult one. Once selected, you have the little excuse of distraction not to be working at it, and going deeper requires your attention.

Being the exception

Jan 2, 2023

The new year eases in, and you may be like many individuals who have set resolutions. Almost 40% of adults in the US create at least one resolution. What is even more staggering is that 9% stick with them. But unfortunately, the failure is often rapid, with 23% abandoning the resolution by the end of week one and 65% by the end of the first month.

You want to be that rare 4% of individuals who commit to positive change and then stick with them. The failure is often attributed to a lack of commitment to the change, conflicting priorities, a lack of support and motivation, and the inability to anticipate slip-ups.

If you intend to make a personal change this year, you may succeed by adopting a few practices.

Understand why you want to make the change. The underlying truthful reason will be the guide and incentive.
Be specific and set long-term tangible goals, and measurable ones are better.
Set reasonable short-term goals that allow you to create new habits and behaviors
Share the goals since the more people know about them, the better it is to hold you accountable.
Have a plan of action that sets out how you plan to achieve the goal daily.
Find an accountability partner to support you when willpower wains and motivate you with encouragement.

Some goals may be unreasonable and unrealistic, and you are setting yourself up for failure. Be patient, and be kind to yourself. If you want to change, you can do it, but if when choose to change, just do it.

Fresh approach

Jan 1, 2023

Hello, 2023! What do you have installed for me, or rather, what will I bring to you? You may be well on track with several changes, improvements, initiatives, and outcomes you have set as a goal for the year. You have planned (hopefully, or how will you achieve it?) and mentally prepared yourself for this day. If you are only getting thinking about the year ahead now, it is not too late. Your goals will likely address finances, family, friends, health, and faith. They are your goals, and that’s great.

You want to succeed in your quest, so you should. Ask yourself one question – is this change what I want, and am I prepared to make sacrifices and commit to my action plan? If not, it is possibly not that important, so why set yourself up for non-achievement? Take it off.

When considering changes, be selective. You may consider a different approach to the changes you want to make this year. Here are some thoughts.

Be kind to yourself – being human suggests we are not always perfect, and rarely, if ever
Commit to a personal change that will make you a better person
Do it for the team, not you
Be realistic in your ambition or desires
Appreciate the moment and immerse in that one thing right now
Take on something you have always wanted to do
Express yourself through an art form
Help someone without expecting anything back
Make time for friends, especially the ones you know are always there regardless
Be kind in all your actions
Call your parents
Smile as much as you can

Your days will proceed as you choose them to, and you will achieve whatever you truly commit to. Can you attain that this year and be your best version?

May the year deliver what you act on.

Smile

Dec 31, 2022

A slight stretch of facial muscles around the mouth is powerful and, in many ways, self-serving. When we smile, we send signals to the brain that releases endorphins, our happy hormone. When our brain feels happy, we smile more. It’s a no-brainer.

The past year may have been trying for many, but as I have witnessed all too often with people who many would consider being in dire situations, they inevitably find a reason to smile. Some of my most memorable heart-warming experiences are those of young black African children in dusty well-worn clothing, running barefoot, chasing each other, pushing a handmade wheel made from coat hangers, and bearing the biggest smiles you could imagine. They were happy, while many would suggest they have little to be satisfied with. We all have something to smile about.

With the new year beckoning, look to smile more. It is disarming and infectious. You likely look better, and others are more relaxed and attracted to smiles. And as science proves, smile for no reason at all since, at the very least, it will make you happier.

Smile by David Gahan

Timeless

Dec 30, 2022

With it comes lasting appreciation and satisfaction, maintainer of value and to be cherished and preserved.

Timeless is associated with design, quality, and maintaining value. Relevant to art, fashion, products, and services.

Yet, timeless in all virtues of value, satisfaction and appreciation are associated with character. Kind, honest, reliable, supportive, and helpful will always maintain prominence with whoever is the fortunate recipient.

One can be popular, or you can be timeless, yet if the latter, likely to be the former too.

Etcetera

Dec 29, 2022

Make the point. It is understood.

Does the filler help? Possibly we want to lose them, fill time, be pedantic or ramble, etc.

Stated., Got it. Move on.

Somebody and something

Dec 28, 2022

To be somebody inevitably implies they have done something. The significance of the somebody is relative to the magnitude of the something. Big things bring recognition, and nothing maintains anonymity.

We can all do something. Failure and setbacks are something. Fake, cheat, steal and mimic are not. An assumed somebody who does nothing is short-lived, while a nobody who does something will not be for long.

Ridicule, doubt, and even disbelief litter the path of those who become somebody. Even with the negative, there is something.

Our disillusionment in acceptance and recognition directly correlates with nothing. Desire, commitment, and grit are the characteristics of somebody, and when absent, so is action, which resonates with nobody.

Possibly our recognition is a factor in our choices and resultant actions, and then where absent so is respect.

A vinyl experience

Dec 27, 2022

Carefully removing the large black 12” disc from its protective plastic sheeting, with the middle finger finding the hole at the disc’s center and thumb gently holding the rim, without placing fingers directly on the flat playing surface. Then, gently place the disc onto the turntable and, with surgical precision, move the stylus over it and gently lower it to begin the journey.

As with a slight crackle, the first notes of the song play, and slowly one is transported into a different mental space, possibly filled with memories – people, places, events – or new ones begin to form. From one track to the next, until the end, in sequence. Then, finally, it stops. You turn it over and recommence the experience from start to finish as the artist intended.

Some will say the sound from vinyl is superior to digital, and others will argue. However, there is only one vinyl experience. The music plays in the order intended for you to interact with it. CDs, cassettes, and digital playback cannot reproduce the vinyl experience. While some may be simpler, they remain inferior experiential substitutes.

Experiences shape and form our life. The ones requiring care, attention, and some precision are the ones we hold dear. You could purchase fast food, but it will likely not match the experience of creating the meal from scratch. Attention replaces haste, immersion instead of distraction, and passion for ambivalence.

In a competitive world for time, attention, and spending, a focus on creating a complete experience is more valuable than many other gimmicks you may imagine. Typically, they say one thing – you care.

Bored to death

Dec 26, 2022

Engaging, being present, imagining possibilities, and working towards our dreams takes energy. Questioning what we are doing daily and challenging ourselves to do more requires resilience, persistence, and effort.

Why not wake up late, do the bare minimum and avoid undue attention? A good day is maintaining the status quo. It is simple and easy, and that may equate to success.

With that, you have boredom, lethargy, and possibly disengagement with whatever you are doing, and likely yourself.

Being invigorated and feeling alive is our choice, and you are holding yourself back. If that lackluster career, job, relationship, friendship, and more, are not inspiring you, look no further. You chose them all, and you can change them too.

The pursuit of adventure may be tiring, but then it beats being bored to death.

Love actually

Dec 25, 2022

“Whenever I get gloomy with the state of the world, I think about the arrivals gate at Heathrow Airport. General opinion’s starting to make out that we live in a world of hatred and greed, but I don’t see that. It seems to me that love is everywhere. Often, it’s not particularly dignified or newsworthy, but it’s always there-fathers and sons, mothers and daughters, husbands and wives, boyfriends, girlfriends, old friends. When the planes hit the Twin Towers, as far as I know, none of the phone calls from the people on board were messages of hate or revenge – they were all messages of love. If you look for it, I’ve got a sneaky feeling you’ll find that love actually is all around.” Opening monologue by Hugh Grant in the movie Love Actually.

To underscore Sting’s proclamation, “I hope the Russians love their children too.”

Let love prevail. Merry Christmas

Sharing good fortune

Dec 24, 2022

Today maybe when you are rushing to get that last gift or possibly frantic in preparing another gastronomic feast and festivities with family and friends. While not working, you are rushed and manic. But, regardless of how you feel and how it may appear to fall short of your imagined expectations, it is all good.

Many do not know what this holiday period holds for them. A meal evading the subzero temperatures is the priority; for them, that is good fortune.

You have good fortune, much to be grateful for, and the gift of sharing love, peace, and kindness. We can all do with some and even a little more.

Passion effect

Dec 23, 2022

How simple it is for someone to invigorate and inspire others merely by being excited and passionate themselves.

Watching hours of football (the round ball) during the recent World Cup and listening to uninspiring commentators almost asks you to watch elsewhere. But it is their job. Should they not be excited and energized? What about those you work with who show up to do as little as possible to avoid the wrath of their supervisor while remaining employed?

If we get this life once, can we not find excitement in what we do, and is it wrong to expect those we engage with to be passionate about what they do?

High performance

Dec 22, 2022

Attainable and achievable by those who want it. Then again, it is not about the desire or intent but the sacrifices and execution associated with it.

Most people would say they want to be high performers. They will also define what high performance is. But then, when asked if they are prepared to do the work to get there, the response may alter, often drastically. It is a choice.

“It is not our abilities that make us who we are. It is our choices” – Albus Dumbledore in Harry Potter.

The process matters

Dec 21, 2022

Not everything we do needs to be efficient. Some simple tasks we perform we do with dated practices simply for the pure pleasure of immersing in the process.

Writing a letter or prose is far simpler using a digital medium since we can quickly correct it. Similarly, making espresso with a fully automated machine with pods will give us a regular brew every time. Technology and progress have given rise to efficiencies and consistency in output for our benefit.

Yet, we obtain a different interaction and pleasure from writing in our journal, even though it’s likely filled with mistakes and tardy penmanship. Similarly, the joy of grinding the beans, tamping, and brewing the coffee is much different from that of inserting the pod into the machine. But, unfortunately, we can become so obsessed with the outputs and goals we seek that we take little pleasure in the process itself, and what we would gain from immersing in it is far greater than the mere pleasure of the result.

Chasing dreams

Dec 20, 2022

We have all had them. Hopefully, most you pursued. And many have likely been abandoned due to doubt.

Yet doubt is not akin to those dreams. Instead, doubt is the voice holding us back; in many situations, it is not ours.

The naysayers will exist, not because they do not believe they are capable but mostly because they are jealous or have had their dreams quelled. Through failure, lack of persistence, or no real commitment. As a child, coaches told Lionel Messi he was too small and would never amount to much as a footballer, and yet today he features in the debate of the greatest of all time -GOAT. All it took was his own belief and a few who did believe.

Our dreams are ours, and no one should ever be responsible for changing the course of what we desire unless it is to lead you to a new vantage point that reveals to you a level you have never seen before.

Uniting all

Dec 19, 2022

Yesterday Argentina lifted the men’s World Cup trophy and, with that for a time, brought a nation troubled with political and financial strife together initially with hope before the game, anguish during it, and followed by rampant celebration post the final whistle.

Groups of people, and even nations, can unite when they have a belief beyond themselves that they can come together and succeed as a single unit. While this was for a sporting event that draws on a level of passion within the country, it is no more evident within Ukraine, where an entire nation remains in solidarity, fighting for its freedom.

Organizations that want to galvanize their people need not look further than their mission and values and determine if it is inspiring and a call to action for all or merely driven by individual desires and gratification. A cause that inspires passion will help dismantle discourse, provided the mission is front and center.

One shot

Dec 18, 2022

What would you do if you only had a single opportunity to attain what you desire?

What actions would you take?

Do it.

The end.

Let them fall

Dec 17, 2022

Recall when you were a child, or even you as a parent, and repeatedly told to do or not do something since it will result in unpleasant and sometimes disastrous consequences. Take a moment to pause and reflect. What comes to mind?

While forewarned, you did just the opposite. The same applies today. Individuals with the best intentions attempt to guide you against pitfalls through encouragement, advice, and suggestions. But, instead, you discard it without a thought and proceed as you have done. In some instances, you may consider the information, but since it is contrary to your ideas or requires a change in the approach, you dismiss it outright.

Sometimes you must accept that the only lessons some individuals may learn are when they fall or fail. It is no sleight in you but a process they need to follow to know firsthand. They may even surprise you and say, ‘my parents warned me from the start’ and likely proceed to do it all again.

Curiosity inspires the cat

Dec 16, 2022

Opinions, judgments, and assumptions abound. Why assume and suggest you already know or know better when we can always be guaranteed an opportunity to learn?

Regardless of the simplicity, being curious can change your perspective and provide a different level of insight. Cook bacon is a little water, and add a splash of sparking water to an omelet. Weird, right, but yes, the results will be different and possibly an improvement on how you have always done it.

Approaching any situation with curiosity allows you to drop your defense and instead be receptive to whatever is being shared, with the pure pleasure of learning something new.

There are taxes

Dec 15, 2022

It is one of those guaranteed certainties in life: paying taxes. Yes, taxes are due if you earn or gain financial benefits.

If we gain something, we should expect a tax. It is not solely associated with revenue. As a leader, expect your employees to have higher expectations of you. The politician in public life is scrutinized beyond the average person’s standards, and as a superstar idolized, assume to be taxed by paparazzi and adoring but intrusive followers.

Your position and good fortune include unique demands beyond those applicable to others. With the stature and role, you have benefits, and with that obligations, you should expect that there will be taxes.

Reinvent

Dec 14, 2022

It is necessary for products. Time evolves, and with that, preferences and desirability. Models like the stalwart Toyota Highlander, the offroad 4×4, were finally discontinued in 2022, and the VW Beetle, stopped decades ago, was brought back and then again put on the shelf a few years ago.

While both iconic, they no longer had the fan base they used to have. As a result, we expect and anticipate that products and brands, while once ubiquitous, are soon dated and surpassed.

What worked for us a decade ago has likely changed, moderately or extensively, regardless of who we are or what we do. Knowingly or unknowingly, we reinvented ourselves.

Jobs, organizations, roles, beliefs, execution principles, and management and leadership practices change. The norms are now outliers and unaccepted; what is in demand is standard. Reinvention requires a critical view of ourselves, sometimes giving up on what we hold dear and asking where we would like to go next. Our choice may be correct and successful, yet if not, we can be confident we will know how to change again.

Hard, but worth it

Dec 13, 2022

As a leader, it is difficult to change an organization’s routines. It is hard enough to change your behaviors, and now you want everyone to come on board at the same time to do the same thing. So people push back. They come in with a negative mindset and complain about new routines.

There is a simple solution to all of this: Persevere. If it were easy, everyone would be a leader. Yet, with patience and persistence, you will achieve it. The goal is to be consistent and embrace the change. Give it at least 60 days, and you will be amazed. It may stick and become part of your organization’s routine and culture. It may take longer, and you may not get it all in place, but there is progress.

Adopting weekly execution plans, daily huddles, quarterly races, meeting protocols, and more can seem challenging, but the results will be worth it.

If you want to learn about a proven Execution Operating System, reach out and set up a time to speak.

Value in enemies

Dec 12, 2022

Who does not enjoy hearing they are correct and all is wonderful? What when we are wrong? Are we intent on putting ourselves on a pedestal and constantly seeking approval, so we don’t look inward and reflect on whether we’re happy or growing?

Consider your use of social media. Do you desire social media likes or compliments? Are you intent on friends and followers?

Consider when you have grown. Is this because your thoughts and actions were accepted, or did you likely make a radical shift because of direct, candid, and critical feedback?

Our friends and family will be supportive and accepting. ‘You are ‘perfect’ in their eyes. However, if you seek an honest opinion, theirs will not help you when you are struggling and want to improve.

If you seek growth and improvement, reach out to your naysayers, critics, and enemies and ask for their opinion. They will tell you as it is, and you will benefit from this. Or, possibly better still, find those people who care for you and appreciate that placating you is ultimately not for your long-term benefit.

You can choose to hear that you are flawless regardless or understand the issue you are struggling with emanates from you. If you have an honest source, hold them close; if not, find them soon.

When minnows win

Dec 11, 2022

Yesterday, the Morocco football team was the first African national team to progress to a World Cup semifinal. It is not a glamorous team that anyone assumed would make it out of the group’s stages: no global superstars and many players who play for smaller clubs and leagues.

What the team has managed to do is come together as a team. They have cohesion among the 26 players and coaching staff, and there is clarity in execution. They built their success on a plan, where each player understands their role and the process or game plan they need to follow, and all players accept and execute according to the program. When first-choice players were injured, a succession plan ensured there was disruption.

While simple, in theory, excellence comes in the execution. Size and stature are not essential, and for performance, it is not important what you have accomplished, nor who you compete against, but rather how the team prepares and shows up each day.

The key ingredient: have fun

Dec 10, 2022

Most adults spend a disproportionate amount of their time working. If we factor in travel and preparation and actual time at work, we may be dedicating as much as sixty percent or more of our time working.

Work is necessary for most to provide financially, enable us to do the other things we enjoy, and provide for basic needs. You may even be very competent and respected for your expertise.

But are you having fun with it? Waking up in the morning and saying I cannot wait to tackle the [fill in the blank] issue is something we can all admire. You are excited, relish the time you spend doing the work you do, and are grateful for your job. Or is this merely a dream for you?

A friend recently asked, ‘Can you ever truly be successful at work if you are not having fun?’ Having fun with what we spend most of our time doing should be necessary. Do we pursue hobbies or exercise that we do not enjoy? Before you say, ‘what else could I do consider whether it is reasonable that there is not one job in the over five billion available globally that may not be best suited and even fun for you.

In the moment

Dec 9, 2022

“All I have is all I need and all I need is all I have in this moment.”― Byron Katie

Our desires seek to fill our supposed wants, while regrets are reminders of unfilled expectations.

Yet, it is the moment that defines this, since a year ago you may well have been content and you will likely have some regrets and new desires next year.

And what matters is in this moment.

Take a mental health day

Dec 8, 2022

It is acceptable practice for individuals to stay home and recover if they are ill. We can only hope that is the practice, rather than having employees feel they must be in the office or bear the comments of ‘always taking sick days.’ But, like vacation days, sick days fill a purpose, and if organizations are not planning that their people will be using those days, that is, in many ways, lousy planning and, inadvertently, a poor culture.

We inevitably all experience periods where we feel overwhelmed, and our mind is congested with multiple thoughts, many of which may appear negative or convoluted. As a result, you may not be able to make it to the weekend to recuperate. However, if you don’t shut down, you will likely be ineffective, unproductive, and possibly even physically ill.

It’s essential to notice this within yourself and act on it before it affects your work and your personal life. And that of your co-workers too. Not feeling mentally fit is reasonable and human too.

To be honest…

Dec 7, 2022

Does this statement sound familiar? Do you use it, or do you hear it often?

‘To be honest’ suggests that the speaker sharing information does not typically practice honesty in their daily lives. If you say it, should I question all your previous comments? How much simpler could it be if we were consistently honest? No second guessing and no malintent. Straightforward, simple, and obvious.

Being candid does not suggest that one needs be mean, disrespectful, or a jerk. Instead, one can be kind, caring, and direct and be appreciated and sought after for just that.

Do you care enough?

Dec 6, 2022

There are a few problems or challenges that we cannot solve or reconcile. Only a few merit our dedication. Ask yourself three questions related to the issue at hand:

Question 1: Is this my problem?

Do I have any control over the situation? If so, what can I do differently, what is the most crucial element that I must address, and who can I possibly involve to help find a solution? If it’s not something I can control, who is the person who can best address this?

Question 2: Is this a natural inevitability?

For example, you cannot control the weather or the finality of death nor avoid taxes. Some things will happen, and all we can control is how we react to them.

Question 3: Do I care enough?

The question is, you may be able to control or have some influence, but for what purpose and reason? We are far too apt to take on more than we need to and for no personal or consequential benefit. This is apparent when we get involved in the affairs of others. Merely stopping yourself and asking, ‘do I care enough?’ will likely change your outlook on the matter, but even more so, the time you spend directly solving for it and indirectly mulling it over.

There are times when just not caring is what is necessary.

The perfect 10

Dec 5, 2022

What exactly is a perfect 10? Yes, there was the movie 10 that suggested the character played by Bo Derek was perfect. Yet perfect is an arbitrary concept and one rarely attained. For any binary idea, we may score the perfect 10, yet what of our assessment of subjective matters?

Perfection today will reveal some flaws tomorrow. Consider your relationships or the products you regularly consume. The perfect friend may show supposed kinks in character that cause you to cast a discerning eye. Remember that fantastic new smartphone you last purchased – what of it today?

Maybe we should instead imagine perfection as something we experience for a moment. For example, the meal was perfect, and the work performed was excellent, yet accept that it’s not human to expect the exact standard each time since either people will make mistakes or err in judgment, or what we regard as perfect today will probably be substandard in the future.

Enjoy the moment it was a perfect 10, and if it is a person dear to you, they likely always will be. It is you who changes the scoring system.

Good but cheap

Dec 4, 2022

Well, which is it? Likely you want fast and convenient too. So decide what it is you choose and be willing to compromise one or the other.

Excellent and cheap rarely go hand in hand. It may be less pricey, but it is not the same.

What you ask for may be provided, but you get what you ask for.

Schedule ahead of the game

Dec 3, 2022

It’s your game. Some rules may be your own; others may be created with you or dictated by others. But it is the game. The game of being ahead of ‘it.’

How we start the year and where we are in the game depends on you. If you wait until January 1 to begin to think about it, you are already behind. The beauty within December is our ability to look back on a year, finish it strong, and plan with vigor for the new year.

As an organization, plan your year now as best as you can. Map out the crucial elements and set clear expectations of where you are going in concept, strategy, or initiatives. It is even more likely because you are planning critical milestones. The milestones may be as simple as creative workshops, learning sessions, retreats, reviews, and planning sessions. However, the merely visible view of how you plan to execute affirms a strong intent with a defined path. Compare this to the vacation you say you will take versus the one you prepare for and begin to save, research and book.

As an individual, what are your objectives for next year? You likely have goals for your team or organization, but what of yourself? Have you considered what you would like to see differently in a year? These may be personal achievements, learning behaviors, family and social accomplishments, and vacations. If you can see it and truly want it – it requires commitment, consistency, and even sacrifice – you are likely to have your vision set. What is the plan to get there? What commitments do you need to make or changes to your existing behaviors?

Your schedule will fill up fast. You say you want to dedicate more time to strategic and creative thinking, improving your health, or acquiring new skills. When is this happening? Begin to set dates with yourself. Those with others will fill fast, and as usual, you will see that you, and those closest to you, are the last ones you give attention.

Suppose you want to be more strategic at work. Set blocks of time each week for that. If you need better team alignment, create a regular meeting schedule and daily huddles to increase communication and transparency. If you need to take time for yourself, do just that. Prepare your mornings for you, evenings for your family, and time to rest and play. The more deliberate your foresight is in getting there, the more likely you will look back in a year and be satisfied with how you have come along and where you are. It may not be perfect, but it will be far better than if you did not invest time now to map it out.

Start now, and see the year ahead. Use a spreadsheet, calendar, or any tool, even a piece of paper, and map it by initiative – work and personal. Then start with the significant events by quarter, and map out the monthly essentials. If you can get each initiative laid out, it is energizing. Then look at your calendar and block and schedule weekly and monthly meetings, and deliberately move these around as necessary. Your time first. Discuss with clients, colleagues and others who may be affected and let them know what you are doing and why?

Take a few weeks to do this before the end of the year holidays. You will be better prepared and feel it, too, have increased conviction towards your objectives, and will be on a path of improved success than if you did not take the time now. Your choice – take the time now, or be disappointed later.

Overachieve in practice

Dec 2, 2022

We want to appear dynamic and ambitious. Instead, it is intimidating and demotivating. However, one household task you need to tackle today is far less daunting than the long list you were handed or created for yourself.

We do it repeatedly. We create lists of to-dos, new initiatives, radical and vast change, and sit back with bewilderment and disappointment as they meet with little enthusiasm beyond our initial sprint and fizzle out. Instead, we have discontentment and incompetence.

If it is success we seek, can we be clear what it looks like, and can we add a dose of realism? Would you instead initiate several ventures to have them fail or focus on one and energize everyone around it to be a triumph? The mistake of many organizations and teams is overambition which can manifest in underachievement. The desire will be present, yet the lack of focus will wear us down. Make it exciting and interesting, and allow all to see whatever it is, but let’s not confuse everyone with so many initiatives. ]

The mark of excellent strategic or operational planning is not one filled with many ideas but one that people act on and accomplish. Set yourself and others for success in action, not ideals.

Ignorance and negligence

Dec 1, 2022

No one expects anyone to know everything, nor should we expect that of ourselves. But, while being attentive, we will likely discover that we learn something new each day – some lessons small while others of significance. And so we progress.

When we are aware or in the know and choose not to make any change to rectify the issue because it is hard, does not directly impact us, or does not care about the potential negative impact on you and others, there is no excuse. Then, we should not expect indulgence from others for our neglect.

We all have something we can learn and improve on, but whether we act on it is the distinction of character.

Apart, yet close: Remote work

Nov 30, 2022

It’s called remote work. We connect in purpose and goal, but not physically. It is a new reality, but it need not be a distraction or adversity.

Ever wondered why we need to co-locate physically? Is it proximity, efficiency, or a personal need? Unfortunately, many have no real productivity reasons other than an inherent desire or need to connect as human beings.

Remote work is a reality. It works. It is efficient and beneficial. We can craft it to work for all and optimize benefits. Here are a few guidelines to follow:

Pretend you are together. Since we’re not in physical gatherings, we do not need to eliminate chit-chat.

Check-in daily. We need to establish a connection.

Be present. Yes, people notice when you are distracted, looking elsewhere, or not engaged.

Plan ahead. Schedule time to be physically together. Make the most of this time for interactions, discussions, and problem-solving.

Attaining goals requires teams and individuals to work together. Now is a time to utilize the opportunity remote work provides by planning for it appropriately to become an asset to the individual and the team.

The most potent word

Nov 29, 2022

An element that is critical in all relationships, whether it’s personal or professional, is trust. Trust takes time to develop, yet quickly and in an instant destroyed. The time to build versus destroy is disproportionate.

In organizations, there is inevitably conflict. For an organization to thrive, conflict must exist to push the boundaries of our biased thinking. Yet, this conflict is often confused with trust, which is not the same. Trust results from the alignment in beliefs and, even more so, values. From this comes support, collaboration, and mutual consent.

When the trust is broken through flippant words or unthoughtful actions, what transpires next is fundamental to maintaining a trusting relationship. The ability of the transgressor to acknowledge their efforts and seek redemption is essential in maintaining trust. The question is, who is the transgressor? Rarely is it obvious, and in many cases, all parties play a role in breaking trust. Who came first and who was more egregious is of little relevance. Your perspective is not someone else’s.

When caught early and apologies are expressed with sincerity, not only is the trust in the relationship maintained, but there is a strengthening of the bond, for with our vulnerability and admitting our mistake, we reflect an ability to be open and honest with one another.

The ability to forgive depends on timing and sincerity. The longer we procrastinate the apology, the harder it becomes to express it and the more difficult it is to be open to receiving and accepting the apology. Without sincerity, there is no apology: but only hollow words.

Sorry is a powerful word and one that reflects our character and values.

Checking the box

Nov 28, 2022

If we call an online feature a ‘chat,’ that would suggest you can engage in a discussion. If the company uses a bot to share information already on your site, instead call it FAQ or a small window for helpful information.

Customer service suggests it is about serving the customer, but when it is for the organization’s convenience and merely checking the box, is it, not a better policy to be honest about what the customer should expect? By calling it customer service but not providing it, what do we think the customer reaction maybe?

We are better off dedicating resources to functions we want to excel rather than providing services that are anything but what the name may suggest.

Lion and sheep

Nov 27, 2022

In taking responsibility, organizations will claim and own their actions. Some organizations make the necessary adjustments to delineate roles and responsibilities within their structure. However, while important and even needed, it does not ever guarantee given expectations or outcomes.

Ultimately, responsibility is an individual initiative, and we cannot always assume that all accept responsibility. We can only act on what we control, and no one else is responsible for our behavior. It is our choice to be part of any undertaking, to change it, or even to refute it altogether since our initial responsibility is to ourselves.

If we are willing to take the credit, let us be quick to own shortcomings and failures. These do not belong to others but are all yours to keep.

Like the lion and sheep, many will desire to be a lion, yet it is simpler to be a sheep since, as sheep, you are not alone or accountable.

The reason for it all

Nov 26, 2022

You work hard to achieve your goals and attain the rewards you want. You make choices and sacrifices along the way, placing one element of your life ahead of others and compromising some.

We even give some aspects of our life a free pass and apply different rules and values to them compared to others.

Yet, for what reason? When we step back and evaluate the purpose of all this, we may realize we are out of sync and expending energy and resources in areas that will not get us closer to the goal we are setting.

We do this without a thought in our individual lives and at work. We get sucked into a vortex of mindless activity and need to be busy like others or get into the flow.

Being more intentional in our reasoning and considering why we do things is not an unnecessary step in the process but an essential one that will clarify the tasks and purpose. If we can be sure why we do something, we may give some elements the importance they deserve while eliminating misaligned, freeing up even more time for the essential elements.

Giving thanks

Nov 24, 2022

We have much to be thankful for. Regardless of bad news or adversity, you may be experiencing, there is life, people, and another opportunity.

None more so than those who are with you at your side. Through adversity and trials, you persevere together, and with that comes triumph.

Seek gratitude, and consider those who have been part of the journey. Connect with a few thoughtful words of appreciation. Not only is it uplifting for others, it is so fulfilling for you too.

Unmasked

Nov 23, 2022

Who does not have a bias of some sort? When we look at ourselves, we believe that we are right, did our best, and likely have applied all the principles we wish others would adopt and act on. While these consternations with others may warrant us looking at ourselves first, therein lies the problem.

The words “I am not the problem” says it all. We say we are going to do something and do it for a day or two, or possibly over the year once a month, but we do not embody the principles. In discussion, we pay lip service to the changes and say all the right things, so much so that others may initially seem impressed. For example, the person who says they are committed to the new meeting or supervision practices the organization is implementing. Yet, all their actions show little openness to support any change.

Remove the mask. We need to show who we are, and if we are at fault, we should look to methodically and conscientiously work at change, and where we know we struggle, likely due to years of our social indoctrination, it is best to own it. We can see a little better when we remove the mask, allowing others to recognize what they already knew existed behind it. People are more tolerant of others’ flaws when they admit their flaws and are more willing to help and show empathy if the person reveals themselves for who they are. It may not be pretty at first, but it is genuine, and therein is beauty itself.

No problem

Nov 22, 2022

A statement assessing a situation or moment. Something occurs, and a sense the issue will be overcome. With it, there is confidence and comfort.

It is more than the assessment but a state of mind and intent—one of resolve and perspective.

Problems will arise even with the best of plans. For example, a change may be necessary, or a top performer chooses to leave, creating a complication, some small or possibly of significance.

Yet there will be those who will seek to solve and resolve, and there are those who will blame, complain or refrain.

The problem is rarely the issue we need to address, but instead, the people we have to tackle it. Some always find the solutions, while others seem to have the problem. What do you have or are surrounded by?

Calendar set

Nov 21, 2022

We typically attend all the meetings we plan for, the appointments we make, and the events we want to attend. If you believe in the power of the schedule, you will be blocking out blocks in your calendar to do the things you need to, with specificity.

What about the organization? If we are intent on driving positive change within the organization, inevitably, we should be thinking ahead for the coming year. What we plan for gets done, and setting expectations will help the teams anticipate and plan.

Prepare the annual calendar now. Consider strategic planning sessions, regular operating performance reviews, deep financial dives, budget planning, culture building, Board meetings, review sessions, staff development reviews and succession planning, learning opportunities, and events for team building and fun.

If you get to the end of the year and are somewhat surprised at the less-than-ideal state of some elements of the organization, ask a straightforward question: Was this in our calendar well in advance? The few hours invested in planning this week will reap the rewards a hundred times the time you spend.

Jumping on the bandwagon

Nov 20, 2022

Today, the largest and most fantastic global event begins, and for over a month, billions of people will have their attention drawn to the Men’s World Cup of football in Qatar. However, while many will be following the spectacle of the 36 competing teams dueling it out for global supremacy, this year, unlike many others, a sub-story is taking an even greater focus, and that is the human rights atrocities of the host nation Qatar. Although, at the same time, there is tremendous controversy associated with the event’s award to this tiny nation of fewer than 3 million people, there is also the architectural impressiveness of the new city built for the event.

Qatar was awarded the event a dozen years ago under dubious circumstances. Yet, when we are close to opening day, it is now that all media outlets draw attention to the human violations within Qatar. Naturally, these must be disclosed their views and highlighted, but it does beg two questions:

Why did none of these outlets and personalities who are now being critical raise these issues in the past decade?

If your job requires you to fulfill a specific role, does that imply you now develop a conscience and express a value-driven perspective?

Many will now attempt to use the event, and the surrounding stories for their benefit, and some will even look to create an activist following by telling human stories filled with empathy.

Jumping on the bandwagon may seem appropriate. Let’s admire those who consistently demonstrate their values and wear them regardless of public opinion. Take note of those who are there at the outset of the journey and not just when the bandwagon is on the final stretch of the trip riding into town. Take on a cause regardless of who is looking, and it will likely be the element that propels you beyond your expectations.

Forgive

Nov 19, 2022

Being human accept, we will make mistakes. We all do, every day. Some are major, and it feels as if half the world is aware of our mess up, and then others go unnoticed. Yet, today you did make blunders.

When it impacts others, we want to and ought to accept our responsibility and admit the mistake we made, and in that, ask for their forgiveness. They may and may not. It is not your choice if they do accept it. Nevertheless, you should ensure you stand for your values.

Yet we all forget one element. You know you messed up, even if others do. What of self-forgiveness? We damage ourselves by carrying the burden. The past is gone, and you cannot change it. Forgive yourself and move forward. You are no use to anyone filled with regret or shame.

Today, since you are reading this, you are already ahead of the game of life. So, start afresh and be energized, as the day is new. No one wants to see you fail, nor should you.

Mute it

Nov 18, 2022

Some of the apps and technology platforms we use are building in valuable features that enable us to mute ourselves. Some may not be simple to find, but they do exist.

While we may be familiar with those features on your smartphone that silence notifications and mute sounds, some will minimize the interruptions while you are working on other elements. A physical mute may include a clean desk, where all you have is what is in front of you, which applies to your desktop. No open applications to distract you.

What about the social mute? Your social media accounts inevitably force you to compare yourself and your life to others. How many people do you follow, and how many followers do you have? How many people viewed your message, and how many comments were posted? Is this helping you? In all likelihood, it forces you to spend more time on social media, and for what purpose?

You can mute these functions.

Mute may be the best feature in a society bombarding us with various stimuli. Silence cannot hurt. It will likely help rest a busy mind and may even reduce so much anxiety that we unavoidably feel daily.

What disruptions do you constantly have, and are they necessary or helpful?

Create before consume

Nov 17, 2022

Early in the morning, and before you know it, it is 10 am, and you say to yourself, ‘ I achieved nothing I planned to do so far; where is the day going.?’ It may not even be the morning anymore.

A simple practice can change that for you and give you a sense of control and competence. Again, the concept is simple, and I strongly encourage you to practice and adopt one yourself.

Before you read, respond to, or view something that anyone else has sent you, requested your input on, or merely go out to seek the information, stop yourself. This includes reading the news, viewing social media, and your email.

Instead, ask yourself what you have on your mind that you need to capture, what you need to get done today, and what you want to share with others. Do these first.

The mere practice of getting what we need to accomplish off our list and our minds, the more capacity we have to work through the needs or demands of others.

When hiring, what is essential?

Nov 16, 2022

Most organizations, when hiring for positions, are specific about the functions of the role and what they perceive to be the ideal set of skills and experiences required for the person to succeed in the role.

What of the person? How much time do we spend understanding the ideal person for that position? We hire people, not skills and experience. Therefore, an alternate perspective in hiring complements the traditional hiring focus is necessary.

Team fit

While the organization may have a culture, each team has its micro-culture with nuances. This is often reflective of the people in that team, and are we hiring for someone who will complement the team and bring some diversity in thought, demeanor, and approach, or are we supplementing what already exists? Too much of the same brings its weaknesses in time.

Character

What is the candidate’s character? What are their values? Do they demonstrate values consistent with those of the organization, and will they uphold the standards and behaviors that you wish to model your culture on? Assessing how they respond and behave in adversity is essential since it is in the difficult moments that we ultimately put one to the test, yet it is rare that we ever test for that.

Communication style

How do they speak, and can they concisely and effectively get their message across? Any initiative, plan, and process success depends on communicating the ideas well. Therefore, the art of listening more than speaking is essential. Did the candidate hear your questions, did they ask questions, or did they incorrectly make various assumptions?

Hiring is such a small amount of time in the lifecycle of any employee’s tenure. Yet, we rush it and often blindly ignore the apparent faults we notice upfront. Until it is too late, we say what if we are more deliberate, but then repeat our mistakes with the following open position. We should instead be pedantic in our approach than hurried. Of course, we will appreciate it but so will any candidate if we share our intention and process with them. Would they not want to avoid any possible mismatch?

The right support

Nov 15, 2022

The desire to be right or praised for your completed work. That acknowledgment is appreciated and will help increase your confidence. Of course, you likely already knew you were right, or it was well done, but the added affirmation can never hurt.

What about when we are missing the mark? Who is there for us, then? If we only surround ourselves with agreeable people, where will we receive feedback to correct our mistakes and help us develop? It may be simple to tell others they did well, but it takes courage and care to show them where they may struggle and cannot see it.

Surrounding yourself with a fan club may feel suitable for now, but fans will also move on when disenchanted—ever seen how some fans behave when their team is losing? On the other hand, you are not seeking mom support either – the type that views everything you do or say with rose-tinted spectacles. You need those who are there for you, who will be firm and objective yet caring enough to know that honesty is necessary.

Once we find the proper support, those will be the ones we’ll become dependent on or go to when we are uncertain and seek guidance, for we know with them they will not falsely lead us astray.

Feedforward

Nov 14, 2022

We are familiar with feedback. Easy to give, hard to take. So necessary if we want to be high performing,

Our beliefs and desire for comfort and acceptance limit us. They keep us where we are, which is not good in an ever-changing and demanding system.

Seek feedforward. The intent is to reflect and accept, to advance. Find those who will push you, maintain integrity, hold you accountable and be there to support you if that is what you desire.

Bare

Nov 13, 2022

At this stage in late autumn, most deciduous trees have lost their leaves and are preparing for winter. It signifies the season and nature’s way of protecting the tree itself. Losing the leaves minimizes the destruction from heavy snow loads causing large limbs or even whole trees to collapse under the weight that trees would amass.

The barren structures reveal an intricate network of branches and trunks. The solid foundation, with significant structural components from the base, branches out to a network of more limbs and twigs. Yet all emanate from a single firm base. This time of the year, it becomes evident how finely crafted and necessary this interconnection is to produce the magnificence of the tree we enjoy each day. And stripped of its colorful cloak, there is beauty.

The bareness reveals both inner splendor and majesty. We expose our core when we strip away the leaves that cover us. If the values at the foundation are not strong, how can we expect that the branches, limbs, and twigs will grow with certainty to produce a strong tree? As with trees, we reveal the weaknesses, and when the base is unsteady, the tree becomes that, and in time will be the eventual demise.

As individuals and organizations, what do we reveal when we are stripped bare to the foundation? We expose our values and, in organizations, reveal our culture. The strength in the core is what is the power in the whole. And regardless of the foliage, we place around us, the trunk is ever-present.

Something new

Nov 12, 2022

‘A change is as good as a holiday.’ We get caught up with our routine, which is familiar, easy, and feels comfortable. This is a good state, yet it is not likely one that promotes much excitement, adventure, or growth.

It need not be a significant change at all. It may be visiting a new store, taking a walk in a different town, reading a book of an unfamiliar genre, or trying a new art form.

Your discovery may lead to a simple yet exciting discovery, but at a minimum, it will give you that sense of adventure and the comfort of knowing that you are okay with change.

When needed most

Nov 11, 2022

The service one obtains when opening an account or wanting to buy a product is often remarkable. One-click and someone responds; a 10-second wait and you connect with a live person, or any issues and they are willing to find solutions to the ‘minor inconvenience’ and will even apologize. There is no doubt that you, the company, need me as a customer.

You have me now as a customer. Now I have an issue. The product is malfunctioning or broken; I need support; I am having difficulty. This is when I, the customer, require the most help. How telling it is when you discover you cannot find a person to speak with, or you are on hold for over an hour, or leave a number, and we will get back to you in 24 hours.

The company’s effort and support when you need them most indicate what they value most. If it is you, the customer, they will be there right now. If it is merely your revenue, they are nowhere to be found. Little do they know you can switch and that the best form of marketing is trusted referral, and they have lost both in the instant of non-responsiveness.

If organizations focus on customer-centric, get the “I need help’ process first, and likely the rest of the experience will be excellent too.

And why do you not develop?

Nov 10, 2022

When attracting and hiring for any position, organizations will look for the best candidate with the skills and experience to perform the function and role. With the newly acquired talent, we integrate them into the organization and hope that they’ll receive the support and guidance to settle into the role and perform.

Fast forward two years. What has happened with the candidate? If they are with the organization, that may suggest they perform at an acceptable standard and are content with the organization. Yes, acceptable, and content were the words of choice.

Yet, have they developed new skills? Unfortunately, few organizations dedicate adequate resources to compel individuals’ ongoing education and training, even though their roles have changed and possibly they have new advanced responsibilities. Instead, organizations rely on individuals doing it themselves, and many expect that to happen in the employees’ own time. Yet we are surprised when our organization lacks creativity, innovation, or inspiration. Where do we believe this is coming from?

Organizations seeking to grow should include a standard for ongoing professional and personal development. While the necessary organization-wide training for diversity, equity and inclusion, sexual harassment, and trauma may be offered, to what extent are we helping individuals develop new skills and expand their mindset?

While few organizations may have the budget for conferences or in-depth specific programs, cost-efficient learning opportunities exist. The proliferation of data and information on the web is often accessible and widespread, offering an inexpensive option. Studies, reports, and even free programs are available in print and video. TED talks, and similar formats, offer a wealth of information. Further, books remain the staple for any program if we are genuinely vested in learning. Organizations are creating book clubs to promote concepts and encourage learning; many will supplement them with discussion groups and learning sessions.

We may say we don’t have the budget or time to dedicate resources to training and mentoring. So a question is whether you have the budget and resources to offset the loss in a competitive advantage or lose star performers to organizations where they will and can grow because of the learning culture.

Can’t or won’t

Nov 9, 2022

As you anticipate a new initiative, some people will likely consider the challenges and instantaneously reason the impossibilities of such an endeavor. ‘It can’t be done,’ and they instantly reveal all the reasons. It is a mindset, and some avoid anything new. However, it is not a matter of pessimism or lack of confidence.

Instead, another mindset mostly prevails, that of will. Some will see the problem as a contest and seek to defy the odds. They want to take it on and will steadfastly research, discover and experiment to solve. Then some do not want to take on anything new at all. A change of office or switching technology is reason enough for disapproval and discontent. Nothing here suggests can’t, but instead won’t

Those who can’t support and aid to overcome the problem, those who won’t will likely never. Possibly we should question whether the concern is the task itself or the person associated with it.

Position fit

Nov 8, 2022

In sports, it is common to give individuals an opportunity to succeed at the next level based n prior performance, a proven track record, and consistency. Before taking the plunge, inevitably, the possibility of success is determined. They may succeed if they have the capabilities – but even that is questionable. The likelihood of success is minimal if they do not have the ability. Once given the opportunity, if deemed unfit for the role, they are soon found out and relegated.

Organizations rarely apply these standards with equal rigor. As a result, individuals without a proven record of success are hired into a role. How often do you see individuals in positions they are not suited for and for extended periods? Getting the job is sometimes the easy part. Excelling in it is the challenge.

Some who are out of your league may adopt a ‘fake it till you make it’ approach and get away with it. Instead, other options to consider. Four simple questions may get you there:

What skills can I develop?
Can I bridge the knowledge gap and learn the skills required to perform the role I have?
Who can help me? Are there individuals who may be able to assist me in the short term and guide me to perform at the level required?
Most importantly – do I have the will? The most significant factor in understanding whether we can succeed at this level is if we are willing to acknowledge we are responsible for fulfilling the function at the expected level. Then decide if we are willing to work hard and develop the expertise. If not, do we have the courage and character to step down?

As leaders in an organization, it is your role to support individuals to be a success. When there is a deficit in capabilities and expectations, it is also your responsibility to act fast. If the individual in question cannot meet the required level, you must make the necessary organizational changes, with development or replacement. One should review the team regularly, not subjectively, but by careful evaluation against measurable outcomes.

Having individuals who are position fit is necessary for the team, the organization, and the individual themselves. If they are winning, we all win.

Lush culture

Nov 7, 2022

When we seed a lawn, would we ever consider taking a handful of seed, standing in one spot, and throwing our hand up to disperse the seed, hoping it spread wide enough to cover the entire lawn? Then would you merely leave it there and expect it to germinate in time, ignorant of the food source now available to the birds?

Creating a culture within an organization is no different from seeding a lawn. Senior management typically leads workshops, and then principles and behaviors are formed and implemented. In many instances, the workshop is where the progression ceases. Management may discuss the culture frequently yet never share these discussions with their teams. Those same organizations are surprised they do not have a culture or one that is not to their liking.

Creating culture is like seeding the lawn. First, we must decide what we wish to plant, then prepare the area for seeding. The seeds should be sown at an appropriate time, not when there is intense heat or cold, and spread evenly across the area where we wish to replace grubby soil with lush green grass. Once seeded, the site requires protection and then watered regularly to ensure it germinates. With care, it grows, and we soon have the lawn we desire.

However, we know the lawn will be short-lived if we do not continue to give it regular care, including watering, cutting, weeding, and fertilizing.

Cultures require us to plan, implement, foster, and nurture deliberately. The attention we give it is typically appreciated by those who get to encounter and experience it, and in time we are rewarded for the effort.

A friend

Nov 6, 2022

The person who is there for you regardless. The one who you can be open with, share your fears, anxieties, and frustrations, and with whom you can admit your failures—the one who will question yet not judge. For them, you are who you are, and they strangely welcome your imperfections and peculiarities.

It is the person who will tell you where you may want to consider an alternate perspective or that this may not be your best idea yet. The one who will advise you from making a fatal mistake, yet leave you to choose, and if you do, support you completely.

When you abandon them for a while and come back, they are the ones who will likely move forward as if there was never a break. Why? They know your flaws better than you, and it was never you abandoning them, but you lost.

We all need one, only one.

Eraser test

Nov 5, 2022

When is it that everything goes as planned or as you may dream? Even Disney animations appreciate the need for good and bad in any situation since their fiction typically starts with regret, remorse, and death – consider Bambi, Lady and Tramp, and Dumbo. So, it is not only life but also fantasies where the juxtaposition exists.

The silver lining is present in our regrets. Inevitably there is some positivity that we can glean from any bad situation. How often do we not say to ourselves, ‘I wish that had never happened or I had never done…’

Ask yourself again for any such situation, ‘is that true?’ If you say, ‘yes, I wish that situation had never happened,’ then more thoughtfully, consider it again. Suppose you could erase all recollection of the specific event. Would you want to eradicate it and, yet with it, eliminate all memories of the associated people, places, and events that were part of this? Not only for that moment but entirely from your memory. Is your response the same?

Inevitably with much joy, we may experience hardship or pain. The thought of the young toddler way past their bedtime, enjoying life to the fullest, running about and shrieking, much to everyone’s pleasure. Until that dreaded bewitching hour hits, and they change instantly, tiredness and stimulation unveil the treachery of drama and tears. It happens, but we want to experience the initial joy and jest.

While we may have the option to use the eraser, we would likely not choose to since even fiction is filled with drama, so why should we not expect our reality to differ?

Better today, than tomorrow

Nov 4, 2022

The membership begins next month, or you will start to plan next week or change habits next year. We, as individuals, push things off, and so do organizations. If there’s a positive change you seek to make, there is no time like now. The only instances where you may delay is when you are currently dedicating resources, including time, that will conflict with the resources expended on your new initiative. For example, the new program may conflict with the one you already committed to with time and money.

Why do we wait? Why will organizations set a plan for next year when the initiative is needed today, and we know it will not be any more straightforward in a month? Tomorrow typically entails thinking today and may even amount to doing right now. Our habit of procrastinating inevitably becomes our norm and, depending on our position and role, is emulated by others to become part of the culture.

The other intriguing practice that comes into play is that tomorrow’s plans become an excuse to forget about today. It is simpler to talk about what we will do at some future point, even get excited about it, rather than diligently chipping away at the task at hand today. Some organizations rightfully plan well for the next period, often at the peril of which requires attention today.

Acting on something requires more significant effort than thinking and talking about it, and it rarely becomes easier to begin by delaying the event. Being an organization or person of action is preferable, for tomorrow may never come, and it is unlikely you will be noted for what you talk over what you do.

Surrender

Nov 3, 2022

We can fall into the cycle of driving toward goals, ideals, careers, jobs, and dreams that become all-consuming. Too often, these same aspirations are not of our own will but instead those spurred on by others, many well-meaning or else self-serving. The boss who does not want you to leave, a parent with the best intentions, the forces of our close circle.

Worse still is when there is little of one’s thought. Ask anyone, “do you love your work,’ and ‘why do you do it?’ How often will you hear no, and for financial reasons? Yet, they endure. They surrender to this struggle and emptiness.

Regardless of why we are in this specific situation or trajectory that brings us little joy, we should pause. What is the motivation here? If a compelling reason is not apparent, it may be time to quit this cycle. We begin to see differently when we surrender to the surrender and no longer pursue that battle that was never ours. Instead, we take on a purpose of our own, one with meaning and depth, that positively consumes our thought and energy. Surrendering will provide clarity, not necessarily of where we are going but, as importantly, of what we are not doing. It may even be more demanding, yet it will undoubtedly be more invigorating.

—

Last night in New York City, I was privileged to experience the debut of Bono’s Songs of Surrender, a collection of songs as the base of his new memoir and book tour. Bono lyrically states we all have a purpose that we need to pursue, and often we do not realize it. We must seek and dogmatically persevere since we have a unique currency we need to use well. This applies to individuals, organizations, communities, and even nations. Yet, how often do we resist or dismiss what is evident to many, both the good and the bad?

If we surrender to the meaningless cycle we endure and assume the commitment we choose, maybe we can stop and look and say to ourselves, ‘Oh, you look so beautiful tonight,’ not as a baritone but possibly the tenor you are.

No-vember

Nov 2, 2022

We are inclined to appease, oblige and be helpful. After all, for many of you, you see yourself in the service of others, in your role as a parent, partner, leader, coworker, friend, and more. This is admirable. And then again, is it entirely?

What are you enduring? Consider the question. Are we inclined to serve others, and yet at your expense? The meetings you attend but miss your deadlines, forsaking your interests to help others. This is not admirable or to be respected when we do not show ourselves self-respect and care.

For November practice, ‘no.’ When you are negatively compromising our well-being, say no. For the event, you do not want to attend for your reasons, say no. Ask yourself daily if you said no, and how you feel because of it.

Get comfortable with ‘No’ since it is likely at the expense of something that should be ‘Yes.’

The right support

Nov 1, 2022

Don’t you always want to be correct? Or praised for what you have completed? Of course, that acknowledgment is appreciated and will help our confidence. However, you likely already knew you were right or that it was well done. And how does knowing what you know help?

What when we are missing the mark? Who is there for us, then? If we only surround ourselves with agreeable people, where will we receive the needed feedback to correct our mistakes and help us develop? It may be simple to tell others they did well, but it takes courage and care to show them where they may struggle and cannot see it.

Surrounding yourself with a fan club may feel suitable for now, but fans will also move on when disenchanted—ever seen some fans behave when their team is losing? On the other hand, you are not seeking mom support either – the type that views everything you do or say with rose-tinted spectacles. You need those who are there with you, firm and objective yet caring enough to know that honesty is what is necessary.

Choosing the proper support will be the ones we will become dependent on; we are uncertain and seek guidance, for we know they will not falsely lead us astray with a positively-biased sentiment.

Control your boundaries

Oct 31, 2022

It is too simple to turn off the alarm and sleep a little longer, not go for the run since it is cold, watch another video, or spend a few minutes liking friends’ posts. Instead, it may manifest in just another few minutes of work before spending time with friends or family or creating to-do lists for others. It is not only happening today but again tomorrow and will likely become a chronic dependence.

These all suggest you should be stricter with your boundaries. Yet, you are the one who knows what is practical and appropriate and will recognize when you have gone beyond reasonable limits. So, why let yourself, or others, down yet again?

Any compulsion that is out of our control is one we will likely regret, and hopefully, we can stop it before it becomes destructive. All these elements are there for us to use and take advantage of, yet we may soon be out of sorts when we allow them to control us.

Getting up when you planned to, exercising as you said you would, or stopping with your compulsion will leave you feeling better. That is all you need right now to get you moving into something else that is worthy of your time. The small things get us off track, and often they are the ones we have the most control of.

Entrance and exit

Oct 30, 2022

They are not the same. On the contrary, the intent is very different, as well as the associated energy and effort required.

We spend inordinate amounts of time strategizing, planning, and considering options, tactics, and the steps for getting into something. For example, consider the new exercise plan you dedicate to or the skill you wish to develop. In organizations, we plan for new markets, products, initiatives, processes, and systems.

Yet, we are often so flippant in our approach to getting out. We don’t like it, and we stop. Yet, it is harder to get out of many things, too. We have commitments and moral obligations, and in many instances, it is not as simple to deconstruct what we created with supposed ease.

If we could plan for how we will get out in the same manner as we do for getting in, will we possibly embark on fewer new initiatives or be more careful in our approach? If we dive into the pool with our clothes on, we will be completely soaked, yet if we step in slowly, we will be able to withdraw without significant embarrassment.

Our foresight of what is required to get out may well temper our enthusiasm for getting in.

Smallest gestures

Oct 29, 2022

A photo shared with you of kindred memory, the article of your hobby, not theirs, a map of your hometown, the double fudge-covered Oreos given to you because you once shared a fond thought of it, or a note to say, “I hope you enjoy your day. Nothing major, no great expense, and likely consumes little time.

The things that touch us or seem special are mostly unpredictable or insignificant in effort or gesture, yet those are the ones that endear us most and are rarely forgotten. Taking the time to share some requires little effort with immense impact.

Common sense policies

Oct 28, 2022

In 2018, the French public school system banned using mobile phones within the school grounds. They have since discovered increased student participation, focus, and creativity and improved exam results. While the benefits are clear, countries like the UK and the US are watching but do not know how to implement similar policies since there will be an outcry.

Why is this so difficult? Schools are there for students to learn, and if taking action shows improved results, how could it be so bad? There may be some extreme situations where they may be necessary and helpful but are the exception. How did we cope at schools before mobile phones?

The same thinking applies to organizational practices. Some want to institute the best methods to obtain better outcomes in their work, but instead, allow the current practices to continue in fear of reprisal from employees. The average person spends three hours and 15 minutes on their phones daily, and 1 in 5 spend upward of 4 hours and 30 minutes. How often do you not sit in meetings where some participants are engaged on their phones far more than the conversation? As an organization, we should not complain when our results are below expectations, or as an employee, you are required to work overtime to catch up, purely because of the mindless distractions we had all day.

Instituting reasonable and practical practices and policies that make sense for everyone is simple enough, and yet we manage to pursue what is insensible and impractical – and for what reason? For example, how many of us would not prefer to spend three hours a day doing the things we genuinely enjoy instead of prolonging some desk agony we proactively extend to compensate for the mindless distractions?

People diets

Oct 27, 2022

When we seek to get into shape, we inevitably undertake a combination of strategies that result in a restriction of calories, including reducing food intake or seeking ways to burn more calories through exercise. Ultimately the intent is a calorie deficit. Over time, assuming we are consistent in the application, we lose weight, and if we maintain this discipline, it stays off too. Simple enough.

We also know that not all food provides the same nutritional value nor aids in powering our brains equally. For example, a diet of burgers, fries, and milkshakes is not the same as one laden with vegetables, light proteins, and healthy carbs. Of course, both are food sources, but proper nourishment is required to be at our best. So toss out the wrong choices while maintaining a complement of vibrant fresh, natural produce. Sound familiar.

The same applies to people. Like food, some people will nourish us and give us energy and may inspire us to greatness. Therefore, being selective with our people diet is essential. Surround yourself with a few good people who can inspire and motivate you, who become your sustenance, and enable you to flourish while eliminating and restricting those who deplete your energy. The principles are the same. Apply them and enjoy your leanness.

Blind eye

Oct 26, 2022

Casting a blind eye, we inevitably do it to some extent. You are aware of a situation you know deep down is incorrect and unacceptable, yet because of the ‘circumstances’ or the persons involved, we turn a blind eye instead of doing what is right.

In doing so, we have not only compromised the situation, but we have diminished ourselves and our morality. Did we quit our moral compass, or while we hold strong values, we will tolerate such behavior for gain or convenience, which may be the avoidance of what is right?

We are all aware of the adage ‘what goes around, come around.’ Do you believe it will, in time, present itself in another form, but this time directly impacts you? And then what will your reaction be, both to yourself and towards others – disappointed, hurt?

A blind eye when we see problems with the situations calls into question where our moral flexibility and pliability will stop.

Set up for success

Oct 25, 2022

Opportunities are not all the same. The timing, circumstances, and setup are essential.

We may give opportunities to others, but do we enable them to succeed? For example, when we are failing and experiencing significant challenges, is this the time to give someone new a chance to prove themselves and their worth? Do we expect a favorable outcome regardless?

Developing individuals requires us to nurture them and, in so doing, set them up for success. When we are winning, then give them a taste of it too. After all, success is infectious and contagious, and with the right approach, we may soon have a cohesive winning team.

Make your problems bigger

Oct 24, 2022

Are you inclined to simplify your problems and make them easier for you to solve? Our coping mechanism is driven by a desire to feel comfortable and in control. When we make the problems smaller, we inevitably do not gain clarity on the cause but instead focus on the symptoms.

“Whenever I encounter a problem I can’t solve, I always make it bigger. I can never solve it by trying to make it smaller, but if I make it big enough, I can begin to see the outlines of a solution.” Dwight Eisenhower

Imagining a bigger problem forces us to look at the situation differently and see things differently, helping us not bog down with the minor distractions that often do not provide creative thinking but some tweaking and adjustment.

Applying the Eisenhower principle to our strategic thinking ensures we do not get lost in the minor aspects that provide little benefit while overlooking more significant opportunities. A myopic view of performance measures and objectives without an idea of the big picture is not only a distraction but also misleading. It pays us to pause and ask, ‘how can we make our problem bigger?’ What should we do if our challenge is now far more significant than we imagined?

Rookie smarts

Oct 23, 2022

We can be our best by being a rookie. Rookies start with brimming enthusiasm and a view of possibility and invincibility. They have the self-belief that they can achieve regardless of any challenges. Rookies are rarely even aware of the difficulties, but those are immaterial in light of the opportunity they are pursuing.

How often do we not pursue an idea because we see all the issues or the challenges and believe we cannot overcome them? That is not the rookie mentality.

If we want to make progress, significant progress, unleash the rookie. Step into the opportunity, see your potential, and don’t allow much to hold you back. The veteran may be savvy but can also be jaded and overly cautious.

Remind me why

Oct 22, 2022

We all step on the proverbial hamster wheel. But, first, it is a slow controlled pace, and the far the wheel turns, the harder we have to work to keep up, or else we may fall off altogether.

Is this not life in so many ways? We work hard so that we can enjoy life more. For many, that means a lovely home, buying more things, going out for lavish dinners, and exotic vacations. Then since we have more stuff, we need more space, possibly a storage unit, a larger home, and then we need to keep up with those vacations and dinners and post on whatever social outlet is our choice.

Consumerism and the need to buy and spend our addictions. The average US household contains over 300,00 items. Do you recall how many things you had when you got your first own place? You did survive and were likely reasonably happy too. However, we are in an era of one-click shopping and same-day service. No more lay-bys, and the average debt of the American household will continue to increase beyond $93,000 in 2021.

We work harder, get a better job, and buy more, only to work more to earn more and afford this all. And when asked why we are doing what we do, a typical response may be to enjoy life and spend time with those we love and care about.

What if we have it already at the start? The wheel is at our disposal, and we set the pace. Do we need more, or do we need to possibly ponder and ask if we have what we need and don’t realize it is there already? Maybe it is not things, but instead people and nature. Or you can work harder.

The story with ratios

Oct 21, 2022

Measuring performance is essential, but even that can be misleading. For example, when we look at an isolated metric, it may tell one story, yet the results may differ when we compare it to other measures.

For example, a growth in revenue by 50% may seem to be favorable. However, if we see that the cost of goods sold increased by 70%, the measure is now less favorable. If we filled 90% of our open positions, we might say that was positive, yet when we compare it to the time it took or retention, the result may tell a different story,

Unless we set a target, a stand-alone measure will rarely suffice to tell a story. Even most output targets should align with a timeline – annual, quarter, etc.

Measures typically reflect outputs, volume, or time. Yet we should seek to show a correlation or interdependency with some other activity, event, or production to provide meaning. What we choose to compare them against ultimately will tell a more rounded and appropriate story than the one measure that stands alone. When devising our ratios, we should ask ourselves: what story we seek to tell will ultimately make this objective a success? Using a simple revenue growth example where an increase in revenue by 50% is favorable, yet that growth is over ten years or is below the market growth tells very different stories. One may be a success, while the other a failure.

Measures are essential, and the ratios you choose to showcase them against will dictate a story. Always consider baseline, time, or comparisons. Ultimately we want the story to be meaningful, inspiring, and accurate.

Translucence

Oct 20, 2022

Cultures and communities view transparency differently; behaviors and even our perceptions of cultures differ. For example, the sense is that the British are polite while the Dutch are direct and upfront. In the US, we can look at the two coasts, and on the one hand, we have New Yorkers who are abrupt and more to the point compared to Los Angelians, who are indirect and disguised. Both approaches have some merit, yet one should ask which produces better long-term benefits, especially within organizations.

With a team developing a culture of openness to engage in conflict and direct discussion, we tend to eliminate ambiguity and misunderstanding while increasing expediency, collaboration, and performance. However, while some organizations may appear polite, there is likely more back-stabbing, discontent, division, and, ultimately, disillusion. How can we create cohesion when we are not speaking with each other directly or being truthful about matters?

Do not confuse this with being rude, mean, or disrespectful. You can be direct and get your message across without degrading someone or undermining them. Individuals often believe the two are directly correlated, which is far from the truth. Think of all the time wasted when you second-guess what someone said merely because their message was so convoluted. Take what the Brits proudly refer to as humor infused with sarcasm. It is simply an extension of the desire to be polite and, therefore, ambiguous. After all, how many famous Dutch comedians do you know?

The Dutch will state that they are not only known for being tall and having pretty flowers and yummy cheese but that they are also truthful and transparent. They say what they think and can inevitably eliminate confusion and misunderstanding. So why be anything but direct?

Understanding your organization’s transparency culture is essential. Do we have an open discussion and confront each other when appropriate? Getting to the Dutch way, we may find that soon enough, we will know what others are thinking, appreciate their assistance when we miss something, and openly seek directness. In comparison, in opaque cultures, we wonder what someone thinks or are apprehensive about approaching them to share our differing views, all for the sake of ‘keeping the peace.

Within organizations, this peace and supposed stability is inevitably a breeding ground for inefficiencies and dominating subcultures, which are both the demise of progress. Do you want to be uncomfortable early and get it over with, versus being uncertain and having the discontent remain, under cover if not obvious?

Kintsugi

Oct 19, 2022

Inevitably anything that we create and appears perfect will either break or, in time, become worn and now imperfect. Accepting it for what it is and embracing the imperfections to come is necessary. We all develop scars in time, and our ability to wear them and accept them will determine how we can grow. If we seek to hide them, we dedicate our attention to fabricating something we know is not reality and inevitably is seen by others. The imperfections and cracks are evident.

The Japanese practice of Kintsugi is an art form dedicated to the repair of broken pottery. Instead of attempting to make it exactly how it was before, crafters use gold or color to accent the break and make it easily recognizable. The imperfection is the feature. It symbolizes frailty, beauty, and strength.

If we can adopt Kintsugi and embrace the imperfect, we will be able to see ourselves for all our beauty while still accepting our flaws and moving beyond them. When we do not allow them to stand out, we spend all the time trying to disguise them. Instead, spend the time productively elsewhere.

Kintsugi is a metaphor for life where nothing is truly ever broken. Some view it as resilience and the ability to put together fragments of ourselves and, in the process, restore those broken elements, both physical and psychological.

Cultural fruit bowls

Oct 18, 2022

In any organization, the culture of the organization is ubiquitous. It may be intentional and created- crafted and molded into what it is. Or, it may be left unchecked, often as the lowest common denominator, and inevitably takes on a life of its own with little control or vision.

Culture will occur and depends on leaders to create and nurture it. If we ignore it, one will form, but it will likely not be the one we seek. Like a fruit bowl, the one piece that begins to rot quickly takes over and affects all close to it and, if left unchecked, will spoil all fruit nearby. Preserving the fruit bowl requires attention and careful curation.

Culture ultimately reflects the behaviors and actions that dictate how an organization operates.

Those leaders who suggest that they do not have control of their culture usually have no control over their organization and are not fulfilling one of their primary roles, being the curator of their vibrant cultural fruit bowl.

Not a popularity contest

Oct 17, 2022

We want others to like you, accept and admit you as part of the team. But, added to that, we are in roles or positions that require us to make decisions in the organization’s interest, which may not be the most popular or favorable decision. These may include people decisions, cost cutting, and even setting and maintaining the expected standards, ensuring performance aligns with the goals.

Ultimately any decision that adversely impacts or affects others may be unfavorable at the moment. Still, if it is in the long-term interest of the group or organization, they will, in time, inevitably accept and praise the bold move.

To fulfill one’s role and maintain our values, we may not always be popular. Instead, it is about doing the right thing. Changing people, changing culture, and driving towards results can be challenging, but it is required, and leading people can feel unpopular. No different to school, the most popular at the time are not necessarily remembered for the best of reasons and will not always be the ones to attain anything extraordinary.

Results through momentum

Oct 16, 2022

Momentum is all too necessary to attain your goals. It may take some effort and time to get it going. Initial efforts seem to produce little return, but then we gain momentum, and the resulting output does not correlate with the time or effort it took. It gets easier. This applies to effort, investment, and even personal commitments.

And we can kill it all the same. When we stop the momentum, it seems to dissipate as quickly as it began. Anyone who has taken on a new skill, exercise regimen, or nutrition plan will know the beginning feels so hard. Through perseverance, you get going, and soon enough, you seem to be in a groove of sorts. You then stop. A few days, a week, and then two. Soon enough, the momentum reverses and getting back to where you became hard.

We create momentum through habit. It is crucial and requires consistency. Organizations will take on something new to make a change. It is exciting, and there is initial enthusiasm. Until we stop, we drop the ball no sooner than it took to pick it up.

The strategies and initiatives are essential, but what is even more telling is the momentum you can create by consistently following through.

Longing

Oct 15, 2022

A sense of wanting connection and the yearning to seek something that helps us feel complete or brings us closer to that feeling.

It is an essential element, a need we all have. We choose to fight or dismiss it, yet we should not ignore it t since it will prevail.

When we grant ourselves the grace and permission to long, we discover a different level of being and appreciation of who we are.

Will they listen?

Oct 14, 2022

The most common fear shared by individuals is that of public speaking. When I discuss this with clients, the overwhelming concern is the belief that others won’t listen to them since they think they have nothing compelling or insightful to share.

How wrong most of us are. Firstly, most of the people assembled in front of you share the same fear you do and think you are courageous standing there. Secondly, they are there to listen and learn since few are experts in the area of your expertise or knowledge. Even if they are, they are keen to learn something new and possibly gain a fresh perspective on their own staid beliefs.

The topic is not of importance. Consider that over three million individuals have watched the same ten-minute video about The Magic of Salt in Coffee. In contrast, a Wheels on The Bus video has received over 4.4 billion (no typo) views.

When we talk from a position of knowledge and passion, the question is, who will regret listening? Few, if any, since who does not appreciate hearing from someone dedicated to their cause and demonstrating it in their dialogue?

Wheels on the Bus

Loose lips sink ships

Oct 13, 2022

Gossip is a reality of everyday interactions and one that brings very little positivity, if none at all. However, the inevitability of the behavior means that we should at least be prepared for it and understand how we will deal with gossip. Like being out in nature before dark, we want a plan and prepare for the inevitable.

Some individuals are predisposed to gossip, which typically manifests from their shortcomings and provides them with a sense of accomplishment or an upper hand. The parent is talking about other parents’ words or actions or the colleague sharing information they are privy to. Gossip is used by individuals to create a bond – even if a false one – with someone else, create discontent and indirect conflict for self-benefit, and perpetuate falsehoods to mask one’s concerns or validate personal beliefs. In all instances, gossip is destructive for the parties concerned. Be it the villain, victim, or hero, being a part of gossip is counterproductive unless the aim is to be harmful.

Since gossip will happen, what is our light source in the darkness? The simplest is not to be a part of it nor ingrain it as part of your beliefs. Start with yourself and choose not to be the person creating gossip. Refrain from speaking ill of anyone else and rather not say anything. It is as simple as that.

When we are aware of gossip about others, we can simply stop the other party and say, ‘I am not comfortable talking about someone else like this,’ or suggest to the person how they can help rather than merely talking about it. So if you are someone that people love to share stories and secrets about others with, don’t fool yourself into thinking it is because you are a good listener, but instead wonder whether you are the great enabler of negative talk.

There will be situations when the gossip is about you and brought to you by another person. While you initially want the information, we can often use it and misconstrue what is shared. For example, a colleague tells you, ‘ John thinks you are a weak team member and that you do not pull your weight.’ In such an instance, we will likely immediately default to “John is a malicious person, talking behind your back.’ But, have we considered the real issue in the gossip – is it John or the possibility we are underperforming?

Address the real problem, not just the act of gossip. In those instances, we can tell the other person that we plan to confront John. They may feel uncomfortable, but instead, suggest that you prefer not to continue creating stories, address the issue with John, and understand what you have done to upset him. This may result in the person sharing gossip not sharing information with you going forward, which is a positive dynamic but will likely give you a greater sense of clarity and self-value in your conduct.

We alone are not likely to eliminate gossip, and the expansive destructive force of it is well-known from multiple events in history. At no point is any part of gossip – the initiator, recipient, or enabler – are we doing any good. We can play a role in its existence and gravity or put an end to it. Like sailing, without wind, it is going nowhere.

Perpetual, slow and smooth

Oct 12, 2022

As leaders, it is not difficult to get caught up in the moment, and rightly so. However, we must focus on the present as this is what we can control, yet it is all too often the emotion of now absorbs us.

We are doing well and have experienced a few recent wins that have everyone buoyant and optimistic, and you start to believe you have the winning formula. But, unfortunately, this may signal the onset of future disappointment as we begin to diminish the attention and care that got us here in the first place.

Even worse is when you believe that nothing is correct and your efforts have been in vain or that the team has failed you again. Yet, we forget what we accomplish, and our thoughts of a flop shadow all the good we continue to deliver.

Yet, in truth, either situation is not the reality. Any organization seeking progress, even those who supposedly experience rapid success, will confirm that it was a slow process that required them to work towards the larger goals consistently.

As leaders, we must be pragmatic and give our people a practical, sound perspective. Irrational and volatile behavior of either a positive or negative tone rarely provides many benefits, if any. However, a dose of realism always helps, and when assessing any situation, do not go and blame yourself for all the mishaps, nor should you seek to assign undue blame to a stressed and overworked team.

Everything you’ve done to get here took time. Where you want to go will, too, require time. Just continue working forwards, deliberately and constantly. If you are heading in the right direction, take the next step.

Annual planning, like clockwork

Oct 11, 2022

As a part of annual planning, established organizations and startups inevitably have numerous objectives and tasks they want to accomplish. As a result, teams convene and set a long list of activities and initiatives to undertake for the coming year. Unfortunately, while the list may appear impressive in length, clarity of purpose and intent is often missing.

Many goals do not translate to quality objectives, and being busy does not imply an effective or efficient use of resources.

Instead, objectively approaching the exercise and asking a few critical questions will produce a more focused and tighter set of objectives to undertake. Answer the following questions to help set your organization and team objectives.

What are our organization/ team priorities?

Confirm our overall purpose and what we have set out to achieve. What goals have we set in our most recent strategic plan, and what initiatives did we commit to undertake? If we have a BHAG (Big Hairy Audacious Goal), are we focused on the main initiatives that will help us attain that goal?

What will set us apart from our competitors?

Recognize the factors that will make us the best in the industry and reflect on the elements and actions we need to undertake to help create this differentiation.

Will any market conditions and trends impact us?

The market is ever-changing, and social, political, economic, technological, and judicial factors may significantly impact the overall market or our industry and business. Therefore, evaluating how we may need to respond to these is an essential exercise in the annual planning process.

How are we evolving?

If we remain who we are today and do very little, we will soon find that we are regressing and diminishing our influence. To be competitive requires constant change. We may talk of innovation, but do we pursue this idea and act on it?

What’s most important now?

While several factors will affect an organization, not all have an equal impact, and similarly, not all initiatives and tasks move an entity forward with equal force. Therefore, focus on the main elements that distinguish you rather than having a long list that delivers little impact.

This annual planning exercise should produce a set of organization and team priorities. For each focus, there should be clearly defined objectives (these are not tasks) where the outcomes can be measured. Too often, organizations will embark on numerous missions, but when asked how they will measure success, they cannot answer with certainty. Less is more, and doing a few things well will ultimately entail doing many things efficiently and effectively.

Finally, always consider the likelihood of accomplishing your objectives. People and financial resources should align, and shifting commitments must include a corresponding budget allocation where necessary. The process is not a simple one, and the organizations that deliberately plan for it, allocate the time, and methodically work through it often appear to be working like the perfect clock, never missing a tick all the time. Begin the process a least a quarter before the year’s end, before you create budgets, and make this regular process of review rather than a one-off seismic undertaking.

I don’t need help

Oct 10, 2022

How often do we not think that? We all do at some point. It may not be desperate or alarming but instead vital. We believe we have the answers and likely will find them if we persevere. We are tired, frustrated, and even disappointed.

We are disappointed since no one has reached out to offer help. But then why would they? We have shared little other than to continue to portray a self-sufficient, energetic, and determined individual who is resilient no matter what and, most of all, does not require support or assistance.

You may think you don’t need help. You may believe that you have all the answers, and no one can provide you with an insight that would enlighten or further your cause. However, looking at each of your role models, you will note a familiar pattern. They had people around them who provided support, encouragement, and inspiration, but they were open and willing to accept the help.

Those who put themselves out as individuals who do not require assistance or support may well be the people who desperately want it and cannot bring themselves to ask for it. Giving and accepting help is not in any way a flaw; instead, not understanding its value may well be.

The same day

Oct 9, 2022

I woke up after nightfall of rain to a damp and far cooler morning. It was the weather that yearned for the warmth of one’s bed. While going through the morning coffee ritual, I shared a thought aloud: ‘it’s a miserable morning.’ And so I began to live it, the morning I had described.

A few hours later, the mailman stopped by the front door to deliver a package. We shared pleasant greetings, and as he was leaving, he looked up at the sky and remarked, ‘Can you believe this?’

I fully anticipated his response as I felt the gray damp smother me.

‘Is it not such a wonderful day!’ he said, smiling and looking up.

Waving farewell, I pondered on that same day and began to appreciate the vibrancy of the weather and noted the sun piercing through the dense velvet clouds, the trees and grass glistening with droplets, and small animals scurrying about.

It was the same day, and yet it was not. A different perspective changed the view I was holding onto and began to bring in the vitality and beauty on offer.

Don’t we all get caught up in our views? Something is not good enough or is not complete as we want it, the challenges ahead of us, or the errant individual we need to address. Yet, in each situation, there is so much we can be pleased with. Same situation and person, an alternate outlook. And ultimately, it is all of our choosing.

The best thing ever

Oct 8, 2022

Each morning my young dog will wake up and share some precious snuggles before she starts her day. The first few hours feel like an eternity as she patiently awaits. She plays out her ritual, and as 8 am approaches, the energy level rises. From her perch, she will watch until they arrive, and then she breaks into a crescendo. Darting out the front door excitedly barking, she will suddenly stop halfway out and come rushing in to notify all inhabitants, especially her canine companion, of the impending fanfare. Both will sprint out and wait at the end of the drive, tails wagging the entire body until the neighborhood entourage of walkers arrives to greet them. One by one, they welcome each dog and human, receive love, and the party moves on within a few minutes. She is now content to ease into her day.

How can we learn from our canine companions? Be excited today to share a few brief moments with those we love. Give them a special hug, a call with love, and share your excitement that they are part of your life. It may just b the best thing ever, not only for you but for them too.

One of a kind

Oct 7, 2022

At birth, that is what we are. No one has our DNA, nor does anyone have the same exposure, experiences, and education we have had.

Yet instead of celebrating and highlighting our uniqueness, society and other people will look for us to confirm. From the earliest ages, we are compared to others and required to reach some middle ground. Our education system does not necessarily promote creativity but encourages one to ‘do it as it is supposed to be done.’ Where would innovation and progress originate if everyone continued to behave according to the average? In Australia, they refer to the tall poppy syndrome to describe how achievements are devalued to bring one down and keep them at par with everyone else.

How we differ from others is what defines us as individuals. Instead of embracing those elements and allowing them to shine through, why are we more intent on fitting in and being accepted by others? Do you ask yourself when you were not accepted or admired by others because of something you alone are good at? Those we marvel at are because of their individuality, not their sameness.

The same applies to organizations. Do we seek out the one that is the same as all others or the one that is different in some way and adds something unique? In time, we see that those that are ‘just the same as any other disappear since they are dispensable.

“Two roads diverged in a wood, and I took the one less traveled by, and that has made all the difference.” – Robert Frost.

Do you celebrate enough?

Oct 6, 2022

The words of Kool and the Gang ring loud and clear. To celebrate is something we can all get around. It is uplifting and vital for individuals and teams. We constantly look at what we need to accomplish, where we need to get to, and what we still need to complete. We see the gap and, at times, use the void as a guide to the path forward, yet fail to recognize where we have come from.

What if we stop and reflect on where we came from – where we were a year ago or before we began this journey? Success is important. Suppose we appreciate what we can accomplish and know that future goals are attainable. It will even provide us with the impetus and confidence to do more.

As individuals and organizations, we focus on what we cannot do, where we have shortcomings and failures. Yet, even those have an important place.

Our shortcomings or supposed areas for development and growth may not be where we want to place focus permanently. Too often, we force people to focus on what they are not good at, do not like, and have no desire to evolve. Would we expect the creative thinker to be good at handling machines? Do we want the accountant to be our marketing guru? Do you, as an individual who dislikes desk work, genuinely want to be a manager behind the desk? Instead, what may be if we celebrate strengths and allow our creative side to generate ideas, the accountant to solve financial issues, and the operator to train others?

We want to succeed, so why not celebrate it when we attain it? But, on the other hand, since we focus on what we do not reach, can we not give the success a similar platform, or do we have it reversed and instead seek to highlight our shortcomings?

Celebrating success is not arrogant, especially if you have attained it. Nor does being humble require you to diminish your accomplishments or minimize your strengths. Instead, humility is about admitting your weaknesses and being generous in supporting others with your strengths.

Being successful gives others something to aspire to. Don’t hide it unless you prefer a team of underachievers with little scope for growth. Instead, highlight the strengths of others and your own, use them, and allow people to sharpen their best tools. Winning is essential for survival; we must learn to celebrate to win.

Change

Oct 5, 2022

We want change and believe it is necessary. Change is progress. It alleviates issues and brings growth.

Yet, the expectation is that the change needs to come from others, even though we believe that others will not.

Change begins with us. Even if the intention is to have others change, we need to modify our approach, outlook, and delivery to affect the revision.

The most straightforward yet difficult is to change ourselves, yet it is obligatory too.

Wow or why bother

Oct 3, 2022

We quickly notice service that does not meet our exacting standards or expectations.

We may disregard or give attention to the experience that leaves little impression.

Yet, we inevitably note and revel in that which pleasantly surprises and astounds.

Those who choose to create the ‘wow factor will do so because that is what they are about. But unfortunately, it did not occur by chance and inevitably requires deliberate thought, expense, and significant effort.

We may opt to drop it and hope it may not be noticed, given the saved time and improving the bottom line. But then why are we doing it at all, and at what point will we, too, be forgotten? Either we want to wow, and if not, we should ask why we bother.

The cost of the wow factor is long forgotten through loyalty, fandom, and referral, while the opportunity cost of none is anonymity and a constant struggle to ‘keep up.’

Do you know yours? Have you considered yours and how you put it forward? You have one. How do you present it, and how do you show up? This is not for others but more about you.

Personal Knowledge Management

Oct 2, 2022

In an ecosystem where we are constantly exposed, have access to, and consume diverse points of view of information from several sources, it becomes increasingly difficult to maintain and keep all our information and notes aligned.

Some individuals may use notebooks or record comments on notes, others use online tools and apps (many not designed for this function), and very quickly, they’ll have a system in place where it becomes difficult to track their notes.

Niklas Luhman created the Zettelkasten note-taking system that has spawned several apps to help with note-taking. However, these new applications do not assist in recording the information initially but help find it once we have a record.

If you are someone who reads and digests a vast amount of information, takes notes, and often looks to write your thoughts or record what you have learned, you will undoubtedly have found yourself searching for your notes, the article you read, and see you have lost them. This new trend may be of value to you for your work or personal endeavors.

With all the data we consume and our need to quickly recall and connect data points, the system we have used for decades is ready for some improvement or possibly radical transformation.

Making espresso

Oct 1, 2022

You may make one at home or watch baristas prepare one. It seems simple enough. Grind coffee, add it to a portafilter, press it down, and then make the coffee.

Stop. If that is what you witnessed, you have missed so much. A barista will reflect on all the elements: The roast and age of the bean, grind size, dose, tamping technique, and pressure to create the puck, boiler temperature, basket cleanliness, brew recipe and equipment, pre-infusion, and the final yield. It is an art to extract a perfect smooth espresso that is chocolatey, sweet, and fruity with a beautiful crema and not too bitter or sour.

To attain that taste perfection takes any barista time, trial and error, tweaking, and ongoing refinement. It is dedication, passion, and care to deliver a quality uniform experience every time. Their delight is your satisfaction in the enjoyment of their craft.

A craft, regardless of its nature, reflects one’s passion and care. It is not what one cares about that matters but that one has the desire and inclination to create the best of whatever they are involved in. It is worthy of admiration and even a little praise. The craft signifies character.

I’ll take Another single shot. Please.

Consistent and patient

Sep 30, 2022

It rarely happens as fast as we want, nor does it take as long as we may imagine.

If we start fast, with urgency and a desire to get to the end immediately, we often meet with disappointment and failure. In response, we resort to abandonment.

Suppose we are methodical and start knowing that it will be a process, and we will encounter problems in that process. In that case, we may be able to develop ongoing perseverance to help us overcome challenges and likely see it to the end.

Success requires us to modulate our expectations and alter our approach. So why start something knowing that we typically abandon it in our haste? The company that creates a new initiative this month and, by the next, has forgotten it. The new team rule we institute on a whim that people overlook as they leave the room.

Getting the results we seek requires patience and demands consistency. Otherwise, why waste time and mental energy?

Finger pointing

Sep 29, 2022

Which direction do you point?

Do you begin with the finger pointing away from you at others?

Or are you inclined to point at yourself first?

The issue rarely lies with others alone, and since we know we cannot change people easily, why not start at the place where we can effect change? But then again, is it?

It rarely hurts to look at ourselves first, and it may even help others realize the role they play as well.

Slow down

Sep 28, 2022

The quest to do something quickly and get it done sooner. To what avail?

So that we can do more, but with likely less quality.

What do we take in and enjoy by rushing through it?

What if we did slow down by just five percent? How will that change things for us? How may this be different, and what will it do for you?

We likely absorb more, are more deliberate, and probably make fewer mistakes. The downside is it takes us a little longer.

Do not confuse slowing down with inefficiencies. The former is about taking it in and approaching it with care, and the latter is about not caring as much.

Belonging

Sep 27, 2022

It is a basic human need. We all want to be part of something. Yet, how often do we choose what we want to be a part of?

Associating with an organization that reflects your values and wishes and where you feel valued, one can easily align with.

Then there are those groups where we are uncomfortable, do not align because we feel differently, or we believe they don’t treat us with the respect we desire and deserve. Why do we persevere in belonging when intrinsically, we do not?

Belonging is our choice. Joining is our statement that we resonate with the group, and remaining suggests we accept their practices, beliefs, and virtues. If we say we do not, why do our actions not align?

We may think this only relates to groups, but we can look at relationships as the smallest group and question if we belong.

Be part of something that makes you feel alive and helps you grow while reinforcing your beliefs and values, and with that, we may also become more creative, productive, and energized.

Keyboard warriors

Sep 26, 2022

Will we look back in time and talk about social media’s cultural destruction? Individuals can readily share their perspectives, on any subject imaginable, with or without relevant expertise or experiences.

It is a rarity to see individuals coming through with overwhelming support or positivity about many subjects, and when a mere fact is shared, animosity prevails. For some, dissenting or providing a rational voice fuels further hate and anger.

Can we merely view those messages, have pity for the virtual cowards, and move on?

Moment of surrender

Sep 25, 2022

You can fight for so long, and at some point, you win or are defeated.

You may recognize this as the moment of surrender. When you finally say it is enough and my spirit alone can longer persevere, and the fight is to what avail? In some instances, this may not even be our struggle to have, it may be futile and even ridiculous.

At that moment, you will have clarity and hope but, in all likelihood, resolve. Our struggles may differ. For many, it may be a simple task or a need to improve, while for some, it may be work dynamics, relationships, and others manifest in addictions, depression, or love.

In these instances of recognition, it is not defeat, but instead, you may experience an epiphany and take on a purpose or resolve more meaningful to you, and with that, there is a triumph.

To the women in Iran, who have reached their moment to stand up for themselves.

Musing while listening to U2 Moment of Surrender

No space for boring

Sep 24, 2022

Is there space for boredom with many possibilities and options and limited time?

Be that activities, books, shows, events, food, the weather, work, and especially people. Of course, at times, we may have to endure dull and unexciting tasks in the scheme of something more fulfilling, but that is necessary for the greater good.

Stillness and silence are not necessarily boredom but our reflection, perception, and use of them. The choice remains ours, as is our use of time.

“Life can be boring unless we put some effort into it” John C Maxwell

Humble beginnings

Sep 23, 2022

We often resist starting something because we think and possibly know that we are not very good at it. So we don’t start drawing or taking photos, refrain from writing, or don’t take on a new hobby, activity, or sport.

Yet, who was good at anything the first time they attempted something new? Some people may have a knack or inclination, others may have a gift, yet all those who truly mastered anything did so with practice, failure, and the pure intent of betting better. Likewise, a chef creating a new dish will likely go through countless versions of a recipe, a baby learning to walk will fall endlessly before finding stability, and the global sporting phenomenon all began with small steps and no realization of what may be.

We may dream or aspire to something, yet we will never know from the outset. Just beginning and persevering will get you there in anything you dedicate to. What if Oprah Winfrey stopped after being fired from her first television job, Walt Disney changed his career after being told he lacked imagination, or JK Rowling did not start writing while living on welfare? Most successful people we admire today experienced failure early in their endeavors, and many failed repeatedly.

Be humble, and don’t lose another day wondering how you may be; if you don’t begin, you will never know.

Toxicity will kill you

Sep 22, 2022

Some food, substances, and even activities may be toxic. They may have minimal effect in small doses, but with continued consumption, they will begin to impact your health and, with no intervention, may ultimately kill you.

What of toxic environments? While you may not be digesting anything or be experiencing direct physical impact, continued exposure will affect mental health. In turn, the stress and discontent will lead to numerous physical ailments.

We should closely examine the environments we spend most of our time. These, for many, will be the work environment and then home. However, it may not be the physical makeup of either dwelling but the atmosphere, culture, and emotional construct.

Ask yourself if the environments you spend the most time in:

– Gives you personal joy

– Makes you feel alive and energized

– Inspires you to be better

– Allows you to feel safe

– Or just the opposite of above

If you are in a toxic environment, it will kill you prematurely, emotionally, and ultimately physically. Find another that is safe and will inspire and bring joy. No toxic workplace or relationship is worth risking or sacrificing our life for.

What type are you making and enabling if you are vital in creating the environment?

Happy mind, happy life

Sep 21, 2022

Ever wondered how when we start feeling happy, all seems to be good, and challenges appear solvable?

In contrast, when everything appears wrong or unsatisfactory, we often find we did not start the day well. Go back to your initial thoughts, what you exposed yourself to in reading and your initial encounters. Were those positive, cheerful, and uplifting?

It is our view of our work, the people we engage with, our relationships, and even our situation, all of which we have significant control over.

Hopefully, it was just today that you woke up feeling down, for no good reason, and by 7 am, all seems to be spiraling down into some bottomless abyss.

If we cannot find the good in the day, people, and most situations, how is it possible we will be happy? So, at some point, we need to ask ourselves what element of your content, or discontent, is about external factors compared to those we create within? We need to start at a happy state – as defined by you – if we seek to lead a happy life. And yes, we owe it to ourselves.

Get off the bus

Sep 20, 2022

When organizations and teams look ahead, creativity is inevitable, and with that comes imagination of possibilities. As part of strategic planning, teams will come together and realize that some are open and eager for change and the opportunities it presents, while others would prefer to continue to do what they do now with no change or disruption.

The eager ones will see possibility in contrast to the naysayers who only see challenges. One group sees solutions, while the latter sees problems. The individuals who begin with ‘we cannot do it because…’ or ‘because that is what we have always done are the ones you need to pay attention to.

Opportunity exists to help the doubters to grow and embrace change. When we can do this successfully, we inevitably obtain a cheerleader who will help lead us on the journey.

Unfortunately, not everyone is on the same journey, and those who cannot embrace change, which we all know is inevitable, will likely look to bring everyone else down to their thinking. And down is their intent since progress is up and necessary to perform well.

Rather than fight and resist what you already know, it is acceptable to admit that not everyone can align, and at some point, everyone will get off the bus on the journey. If you are driving the bus to where most want to go, gently allow those who do not want to come along to the exit by their choice or coercion. Being intentional in this action, the team will continue to explore openly without harmful distractions while creating space for new aligned, and excited individuals to fill the vacated seats.

Require better hiring practices

Sep 19, 2022

From an organization’s perspective, the employment market is volatile. That is a given. While supposed recession pressures would also reflect a more favorable hiring market, little has eased at this point, and the number of unfilled positions in the US is at a recent record high.

Even if we have a shift in recruitment, are we hiring appropriately? Unfortunately, organizations continue to hire using a staid set of principles. First, we have an open position, then prepare a job description and post for the part typically looking for a person with the necessary skills and expertise. And not much more. Do we consider we may be hiring someone who may be integral to our team for possibly decades?

When do we consider if the person aligns with our purpose and values, what strengths we have within the team, where we may be lacking, and even more so, what our ambitions are? Instead, we hire people who are like us, have similar qualities and experiences to those we already have, and that we believe will give us harmony. We then discover we have more people who think the same way, struggle to get along because they are the same, and have even more significant gaps in our proficiencies. Imagine a sports team hiring people with precisely the same skills. Think football, basketball, baseball, and most team sports. Would they recruit players with the same skills to create an unbeatable team?

If we consider the cost of lousy hire – up to 30% of an employee’s first-year earnings and increasing in magnitude depending on the seniority of the position(anywhere from $17,000 to $240,000) – are we adequately taking the time to reflect on our hiring decisions?

Better hires require us to consider our organization, the team, and where we are going. We must understand the talent we have and not only their current performance but also their potential. What will success look like? With this information, we can begin to build our puzzles better. Yet, to be effective requires us to be objective and systematic.

Don’t rush the hiring process. Build in structured questions even for those soft skills, consider the job scorecard, learn from past hiring mistakes, and check on references thoroughly. Be conservative when there are doubts.

Some practices can increase success in recruitment, minimize mishaps, and reduce costs and disruption in productivity and positive morale. Seek outside support to review your procedures and help create a more robust hiring process.

Be deliberate and patient in hiring since those hires may hopefully be there for the long haul.

Require better recruiting practices

Sep 19, 2022

As happy as can be

Sep 18, 2022

“A clear horizon, nothing to worry about on your plate. Only things that are creative and not destructive. That’s within yourself. Within me, I can’t bear quarreling; I can’t bare feelings between people. I think hatred is wasted energy. It’s all nonproductive. I’m very sensitive. A sharp word said by, say, a person who has a temper, if they’re close to me, hurts me for days. I know we’re only human, we do go in for these various emotions, call them negative emotions, but when all these are removed, and you can look forward, and the road is clear ahead, and now you’re going to create something. I think that’s as happy as I would ever want to be.”

Alfred Hitchcock

Regret

Sep 17, 2022

You should never feel or experience regret for the things you have done, said, or experienced.

You should only regret the things you have not done.

Unending evolution

Sep 16, 2022

The average lifespan of most websites is two to three years. The apparent reason for it is that organizations and products evolve. As a result, there are improved features, functionalities, and trends that we need to account for.

Consider sites you used ten years ago that you still use today. For example, consider the use of buttons and hyperlinks. These were not standard features 20 years ago. Even the complexity of some websites in the past (and even today) was where you’d discover something and then could not for the life of you find it again. I often ask myself if they genuinely wanted people to buy their service if we could not even see what we wish again.

Websites evolve because organizations and products evolve. It is a reflection of that change. Take unthinkable’s website. It has remained mostly the same for two years. Yet, as an organization, there has been a progression of focus, improvements in service delivery, and a shift in direction based on new learnings, market trends, and conditions, as well as a desire to inspire others. To not update the website would signify to most casual observers that little has changed and even to the more frequent familiar users a sense that there is little change even though they have been a part of it.

It does not only apply to websites but products as well. Take your smartphone. While there are constant software upgrades, we pay the most attention to the hardware and physical changes. Think of your first iPhone dating back to pre-2010. Could you imagine using the same one today with no software upgrades?

Like products and websites, organizations and people evolve. The question is, are we ensuring that others recognize those changes, primarily if it doesn’t directly concern them? Of course, we aspire to improve and upgrade and should reflect that change. Similarly, if we do not seek to make any change, what is the likelihood that you, too, may become dated and less valuable or obsolete?

I don’t know

Sep 15, 2022

Refreshing words. While you may be the expert or the leader, you are also limited.

It is acceptable to say ‘I don’t know; when you don’t, but …”I will take some time to reflect and research’ which is even more beneficial to your position as a leader and those who depend on you. What lessons and values do we instill with our children, family, and friends? While you may think it is a detraction, your vulnerability becomes attractive.

What immense lessons do we instill and model for others? Vulnerability, awareness of strengths and limitations, and the need to learn and discover where we fall short.

It may be liberating for yourself as well to admit that you can’t do and know everything all the time.

Team selection

Sep 14, 2022

We choose to be part of teams primarily for two reasons: we want to be a part of something more than ourselves and believe that as a team, we can accomplish more than we can alone.

Strong teams always prevail when pitted against individuals. However, not all groups are equal. The fact is prevalent in the areas of sport but also exists in business, organizations, art, and even personal teams.

As we likely gravitate toward teams we aspire to, we attract team members based on the positive aura we create. Therefore, we must be judicious with who is part of our team and intentionally select individuals who will enhance us, motivate us, and persevere for the common good.

When selecting our team, we should seek those individuals who portray positivity in their actions and even more in their thoughts. If we choose to languish in memory, there is an abundance of members we can select, but when it comes to positivity, few will rise and self-select.

Select winners who have proven they can overcome adversity and win regardless of circumstances. Winners who are not positive can be a challenge since they inevitably bring the team down as they struggle with themselves to overcome personal challenges. The whole team need not comprise solely of active participants, but we should select role models, mentors, and coaches who can guide and support us towards our goals. These individuals are likely positive winners themselves.

A strong team will help elevate your sense of possibility, reinforce your capability and get you closer to your goals. We all need teams and appreciate that they may evolve significantly if the members are not changing with you, by your choice or theirs.

How does your team look?

Quieten it

Sep 13, 2022

Ever been in that situation where you begin to ponder a situation, discussion, or even an opportunity? You start the conversation, and then another voice with contrary perspectives adds doubt. Possibly a third one is introduced with an alternative view. Funnily enough, none know the correct move since it is based on assumptions, hypotheses, and subjectivity.

The discussion was all with me, myself, and I. We all do it, but it ultimately creates angst and minimal benefit.

Can we quiet our minds, focus on the actions we can take and what we can control, and give our mischievous minds a break? So much of what we feel, we create, and often with negative consequences.

You won’t learn much new with your self-dialog, which will likely not help your cause. A good strategy is just to do something else. Read a book, have a conversation with another person, or get outdoors and do what you can to quieten it.

No time to be tired

Sep 12, 2022

Yesterday, the tennis world marveled at the youngest world number one men’s tennis player and new US Open Men’s Champion, Carlos Alcaraz. When asked if he was tired after a grueling week, with three matches going to five sets and close to five hours each, the nineteen-year-old responded, “I always say it’s no time to be tired in a Grand Slam or the final round of a tournament.” “It’s no time to be tired.”

When we are on a mission and with the intent to attain our goal, while it may be grueling and mentally and physically challenging, being tired is not something we are likely to accept and lay down for. It matters if the purpose we are on is fundamental enough for us or not. When it is, we will never be tired, even when we reach that initial goal or milestone, as it is likely even more to do.

Permission to be open

Sep 11, 2022

“I didn’t know that I would like it or that it was good for me until I tried it.’ Have we not all experienced this at some stage in our lives? It may be as simple as a productivity hack, such as scheduling your week, substituting milk for plant-based options, or starting yoga instead of following your weights routine.

Naturally, we gravitate to what comes easy, feels good, or makes us comfortable. Inevitably, the reason we feel good and are contented is that it is what is familiar and comes easy with ongoing repetition. Limiting options may be detrimental since we will not know the benefits unless we permit ourselves to try. It is not a breakup from your everyday life to try something unconventional. You will still be like yourself tomorrow.

Being open to new experiences, even variations and alternatives, increases our propensity to be attentive and curious, which leads to increased creativity. Through experimentation, we may even discover options that create lasting benefits – the scheduling hack increased your outputs and better outcomes, no dairy eliminated chronic back pain, and yoga helped improve your form and, ultimately, strength with lifting.

Even reading this, there will be individuals who will refute the option to be open. They will say why? ‘I am happy doing what I do. I feel good doing what I do and like who I am.’ What if? If you try other options, you may discover something that makes you feel better. If this does not provide any positive benefits for you, you have affirmed what you already do or think and can gain comfort because you were bold enough to try.

A question to ask yourself regularly is, ‘what have I permitted myself to do or think differently?’ It may be as simple as embracing the cold and looking forward to hikes while embracing the concept of layering, being open to country music when all you listen to is 80s rock, or even reading an article or work that is contrary to your inherent beliefs.

Openness to experiencing crazy new things may just be the stimulus you need for further inspiration. So let go of your bias and give it a try. There is no value in having an opinion when you don’t have first-hand knowledge of those perspectives.

Be happier

Sep 10, 2022

If you want to be happier, we all have a straightforward option: get outside more.

Be in nature. Experience what is available to us for free, look, smell, feel, touch, hear, possibly taste, but without a doubt, marvel. It represents life, death, renewal, and even surprise. A few minutes immersed in it will lift one’s spirits.

What’s in a name?

Sep 9, 2022

There is much that resonates within a name. It denotes passion, feelings, and character. Yet we know that the name ultimately does not define the person, product or activity it represents. For example, are all the Marys or Johns you know the same? Without a doubt, not. Ultimately the name is what the person or group makes of it, and the inherent bias of others will form their perceptions. Mary will be who she is because of what she chooses to do with her life, not because of her parents’ naming choices. And she will not be defined by others.

Even everyday products such as the Aristocrat, Fruit Smack, The Pleasure Pit, and Baby Gays all roll off the top of your tongue. What if you instead hear Big Mac, Kool-Aid, Waterbeds, and Q-Tips, the respective individual names for these everyday products?

Naming can be significant. People work hard to develop a product and process that will transform the organization only to have it called the customer intake system. Or we call it such-and-such II. If we want individuals to embrace what we have created, does it not help if we give them a name that may inspire or, at minimum, require a story? We like stories, and if we can provide a reason for people to be curious and ask us to share them, we are on the way to gaining the attention we may be looking for. It also helps if it is recognizable and makes sense to people too.

If you want your team or clients to embrace a new initiative or service, consider what you would name it. Will people remember it, does it provoke some curiosity, will it be memorable? If you want others to use it, consider the name you assign. Make sure there’s a meaning behind it.

Get to no

Sep 8, 2022

A word we fear. The proverbial no. It signifies rejection and failure, and for many, it is a setback. This one word becomes the descriptor and possibly definer of us as a person overall.

Yet when we think of what we would like to achieve and the next steps we must take to reach our goals, the one universal truth that holds most people back is the potential for failure. Yet, we know that when we do not try, we cannot fail, but in reality, absolute failure is not trying at all. In effect, our fear of ‘No’ prevents us from getting to ‘Yes.’

What if we shift that dynamic and allow No to be the goal? Very simply, if we are looking to sell more, where the ultimate answer is yes, can we also see how fast we can get to a thousand no’s? By working towards this opposing goal, it is inevitable that so many more yes’ will present themselves. This is not by chance, but instead our ability to get out there and do what we want to do without fear of failure since we are achieving our goal of no’s.

It may be a simple shift in thinking, but it will give us the fortitude to persevere and be patient. So what is your yes that may just be a no?

Speed up decisions

Sep 7, 2022

We want to be sure about the decisions we make. We must assess the options and be clear about what is best for us. Will we ever honestly know what is best? It is, at best, the best decision we can make at this very time. It applies to what you will order for dinner, the college you choose to attend, the new job you take, and even the person you decide to spend the rest of your life with. Do we ever know if we made the best choice?

The decision and the appropriateness of it are all dependent on us. It is rare that when we belabor a decision, we make a different one from the one that seemed appropriate early on. For example, the college student applies to one school versus the one who applies to 27. Are their eventual experiences vastly different? What of the turmoil, anxiety, and labor consumed? How does that differ? Which student then chooses the courses they will take and has a clear path mapped out? Which one has the time to enjoy day to day and focus on their studies and time with friends?

Being decisive early may be wrong, but who says you will be right by delaying it? Consider your practices in decision-making. How is procrastination helping you in your efficiency? How does this manifest in delays with your team, uncertainty, and missed deadlines?

Being decisive is a trait that is often associated with strong leadership. It is not to be confused with impulsive and erratic. People appreciate the strength in decision making, and speed is a factor.

Leave it better than you found it

Sep 6, 2022

A simple principle that, when applied, brings much value to us. Whatever we choose to do, say, or even support, are we improving it?

Interacting with others, do we inspire them and make them feel better about themselves, not merely for a brief moment, but in all their endeavors? It is simple enough to give someone instant gratification and immediate fulfillment, but do we leave them feeling inherently better? Do they seek you repeatedly for guidance and reassurance?

The jobs we take on – professional and personal – are we leaving a positive mark each day? Did we do our best to improve the situation? Think about a garden: do we allow it to deteriorate and die, or are we a part of the birth or sustainability? A similar principle applies to our work. We can choose to coast through a day and seemingly do our job, but did we leave it any better than when we started the day?

Our ability to leave it better than we find it is a powerful stimulant not only for those who benefit from our efforts but also for us. The sense of accomplishment is a driver to do more. We want to feel valued and valuable, and nothing else will do that for us other than our ability to leave it better than we found it.

Fruits of labor

Sep 5, 2022

Some may call it hard work – an element of the foundation of society. Today you will hear people say ‘find your passion.’ And yes, we should be passionate about what we do.

However, is there any value in being passionate and pursuing something you are not good at and will likely not pay you well? For example, being passionate about art or music while lacking creativity may not make sense if you are a software genius.

It is not about passion but instead hard work and perseverance. You will enjoy something you are good at, especially if others show their appreciation for what you do. For example, you may want to have fun at work, but who does not enjoy being successful and recognized for your labor?

We can be passionate and have great ideas. But, inevitably, it is hard work that gets it done. No great idea has come to fruition without effort. Consider in your workplace what success has been attained merely because of a good idea. Ideas, no matter how wonderful they are, require effort and action to bring to life.

We should celebrate Labor Day since it underpins our success – professional, personal, social, and even pastimes. What we put in is what we get out. It’s called work, and it is hard, but it brings accomplishment, and returns, and adds enduring value.

Together on The rollercoaster

Sep 4, 2022

We step onto the platform and anticipate the experience. Our pulse races, and we feel a level of energy and a pang of fear. The heart may beat faster while palms dampen. We look around, and we see others with us. Together we begin to feel some comfort and a bond. We are in this together.

In any growth situation or one where we inevitably focus on performance and development, with change, there is inevitably both a sense of excitement and fear. It may be a result of strategic changes we make or a result of market conditions. It can be professional and personal. Inevitably, with any change, there will be ups and downs, with both elation and extreme discomfort.

No different from the roller coaster, being in a car with others, we have a sense of strength. The appreciation that there are other crazy people with us on this journey. With that comes a sense of comfort and confidence.

We should look to be on the journey with other thrill seekers. Be a part of a group that thinks like you, with similar goals and even the same vulnerabilities. Together, you can likely find both comfort and solutions. The problems we believe we are experiencing are rarely, if ever, unique. Our ability to learn, and grow, is exponential when we expose ourselves to diverse thoughts and opinions.

It may be a roller coaster, but we are all on the ride together, which is a good thing.

A better world

Sep 3, 2022

“A society grows great when old men plant trees the shade of which they know they will never sit in.

Good people do things for others people.

That’s it. The end.”

From a scene in the series, The Afterlife – Ricky Gervais

Living contradictions

Sep 2, 2022

We fill our days with them. We hold beliefs and truths so close to us, but we readily do the opposite in other aspects.

We want others to reach out and seek help when necessary, yet we are defiant to call a plumber to help us fix the ongoing leak we have not stopped. We dismiss client frustrations with a lack of answers to one-off issues and justify our responses while annoyed with the poor online support we receive from the cable company. We intently analyze our kids’ progress at soccer – often without any expertise – yet are unaware that they have not completed their homework in the past two weeks. Similarly, our disappointment bubbles over when an employee does not meet the deadline while waiting for the promised performance review for over a month.

We bring our beliefs and principles into a dance we perform, where we want to control the steps, feel comfortable, and then justify when we misstep or stand on someone’s toes. To others, it is a flaw and rife with paradox. What beliefs do you hold that are a contradiction and worth revisiting?

Corporate personality

Sep 1, 2022

One can quickly detect the organization’s personality upon walking into an office or a store. Reflect on your own experiences. There are those companies where people seem eager, excited, and genuinely interested in what they are doing. Then you walk into other environments where the staff is more intent on hiding away, being on their phones, or taking their break than serving the customer.

Every organization, like humans, has a personality. For example, if you walk into an Apple store worldwide, you will get a sense of who they are regardless of the location. – the people, the layout. Compare that to other stores that may be competitors or even partners in some capacities. Another clear example is fast food chains and hotels. A few come to mind who exemplify a personality they wish to portray favorably, while others merely seem to exist without purpose or direction.

Like people, creating a solid upbeat personality takes time. It requires deliberate thought to the actions and behaviors we demonstrate daily, with no exception. However, those with stable identities are aware of their characteristics. They want these virtues to shine through and wish to stay fundamental to who they are.

It is rare for an organization, like a human, to have a solid upbeat personality and have little self-awareness. They diligently apply the principles they set and constantly seek to demonstrate them. Contrast that to organizations and people with flawed characters. There is a lack of awareness. It is typically self-serving, and they give no attention to their behavior.

As with strong positive personalities that others naturally gravitate toward, companies with solid cultures continue to attract the right people. Again, this is no luck or chance, but instead, the result of deliberate thought, attention, and care in their culture.

Your organization has a personality. If you continue to attract quality-inspired and energetic talent, you likely attend to your culture intentionally. If you struggle to keep people, performance is stagnant, and there is little desire to do better, it is not only the individuals but the organizational personality you have that has created this. Flawed, weak, and stagnant organizations do not attract thriving, lively individuals.

Like people, personalities are not permanent and can change, assuming there is an appreciation of it and a committed desire to transform. Do you know your personality? If unsure, look at who you attract and the issues you perpetually seem to encounter. It is by design.

Which dance?

Aug 31, 2022

We waltz through the day, performing various dances. They are more a waltz than salsa, although sometimes it may even feel like a tango. Our interactions will become a dance as we approach situations from varying perspectives and involvement.

The dance we perform each day is one of the Drama Triangle, a concept first described by Stephen Karpman in the 1960s. The Drama Triangle is the dynamic that exists in many situations, especially those where there may be conflict. It embraces three distinct roles that two or more people can play.

The Drama Triangle includes a Villain, a Victim, and a Hero. Consider any situation where there may be conflict. The person who may be at fault or is being approached by another sees themselves as the Victim. They immediately assume the person who is confronting them is the Villain. Since humans typically want to be accepted by others and be part of a group, we may either, as victims or Villain feel alone, so we now reach out to someone else to share our story with the hope of attaining an ally, since misery does love company. At this point, we have brought in the third participant in the dance, the Hero – who is there to provide sage advice and help you feel better or, at minimum, justify your actions. Recognize this in any conflict you have had.

Interestingly, the roles may change in an interaction. The Victim, or even Hero, calls out the supposed Villain, and what do they do? In defense of their actions, the Villain now feels they are the Victim. The roles change intermittently, and this is a dance that can even be performed by two.

The Drama Triangle is possibly one of the biggest curses in any organization. It leads to side-bar conversations, unhealthy background chatter, negative behaviors, and poor teamwork and collaboration. All of these lead to poor performance.

Organizations must be comfortable engaging in conflict. When doing so, the focus should remain on the task, not the person or any emotions. Altering the character of the roles is even more critical. Instead of being the Villain, be the Challenger helping others see alternate perspectives and grow. The Victim becomes the Creator, where they have an opportunity to be innovative and possibly courageous in their actions. The Hero is a Coach, where they help both parties work towards common shared solutions and positive outcomes through questions.

The Drama Triangle is unhealthy. Yet, if we embrace a different dynamic focus on achieving heightened results as a team, we approach the situation from alternate perspectives. We will inevitably dance; the type is of your choice, as is the nature of the role you play in it.

What ice cream do you offer?

Aug 30, 2022

Picture a plain scoop of vanilla ice cream with no topping. It’s okay, but it isn’t a favorite for most people. Now, imagine your favorite ice cream. Maybe it’s a sundae with fudge and bananas and sprinkles. A more favorable option when offered ice cream would be your favorite one, even if it may be plain vanilla.

Vanilla ice cream is regular customer service. No one is too opposed to it, but no one is excited. Your favorite ice cream in the world is the customer experience when given time and thought. When we focus on the customer experience, everything within the company improves for the customer, not just the customer service team. Every decision made is made with the customer in mind—management work to support employees who prioritize their support of the customers.

Some deliberate intention and effort are required, but turning your plain scoop into a sundae is worth it. It is not complex and unattainable, but it does need that everyone buys in, be trained, and evaluated on their ability to satisfy the customer. The great companies, compared to their comparative competitors, all likely have superior customer service.

Organizations default to the challenge of creating a customer experience and consistently executing, reviewing, adapting, and evaluating it as too complicated. Possibly a question to ask oneself is, what would the organization look like if you had more customers, or what if you had none at all? Customer experience is essential to keep your business alive, and ice cream stores do not flourish just by selling vanilla.

Our origins remain close

Aug 29, 2022

It’s important. We are all crafted by our environment and experiences. It is inescapable. They influence our thinking, behaviors, and habits. The certainty is that when challenged, we typically revert to instinctive behaviors and reactions, many deeply rooted in our earliest encounters and ecosystems.

Have we ever wondered why we, or possibly others, appear to revert to a different and somewhat surprising character when stressed? This manifests from what we know and is accustomed to for much of our formative years or experiences. When an individual makes out-of-character decisions or behaviors, look no further than their past, role models, or influences, to appreciate the origins.

Our past is much of who we are. It is undeniable, and we should not forget. It is often an inspiration and motivation. The executive who grew up in a family of generational manual workers will likely have developed a hard-working, scheduled, and deliberate ethic from their kin. The individual who grew up on the farm will appreciate the need to seize the early morning.

Consider your past and the virtues you have developed due to strong influences, and when stressed and reacting in a way that appears uncommon to you, consider what it is in your past that may trigger such behaviors. Similarly, how can you avoid it and, when needed, get out of any sticky situation?

We are who we are, and regardless of situations and events, there are elements we must embrace.

Freediving

Aug 28, 2022

Stay on the path of discovery into what makes you happy…
The path into yourself.
Discover a path that’s only for you.
it does not have to be crystal clear,
even if there’s fog that makes it impossible to see even a step ahead of you,
don’t be afraid,
and just slowly take it one step at a time,
into it all….
Don’t give into the fear of the unknown or unseen.
Move into and towards it,
and cherish that excitement.
Because when the fog clears up,
who knows,
you might just end up where you dearly wanted to be…
~ Bodhi Smith

Learning to freedive is so much more than holding your breath, diving as deep as you can or as far a distance as possible.
Freediving is the key to exploring something far deeper than that, it is a journey into yourself –
a journey into your own nature.

We are given a glimpse into our subconscious mind and able to change the direction of thought.

CONSCIOUSLY choosing to move from fear-based (stagnant) to trust-based (flowing) thinking patterns.
So instead of holding on unable to move, to change to progress, you might choose to accept and let go of these self-limiting beliefs.
The change and progress follows naturally.

In so doing we realize that the key to anything and everything in life is our ability to breathe and relax through it, to trust.
Relax. Breathe. Trust. Let go.
Relax. Breathe. Trust. Let go.

And as you trust you begin to realize something else…
The path your are supposed to be on, is the very path you are on.

Republished from Cape Town Freediving

Opportunities

Aug 27, 2022

They come in unexpected ways and often surprisingly.

When open to them, we recognize them.

They may not be abundant.

But don’t miss them.

Since if we lack awareness, they are gone.

Fair

Aug 26, 2022

We talk about being fair and creating an equal playing ground. However, what is fair, and is this the universe’s design?

From birth, there is little that is fair. Your birth as a human reading this post would already attest to the advantages presented to you. And yes, you took advantage of the opportunities. As a species, we are not roaming the savannah seeking food or protecting ourselves from predators. That mere thought may have taken you to ‘some days, that is what it feels like.’

We talk of fairness when we feel disadvantaged, or a group or others may be. However, in many ways, creating an unfair advantage has always been the unspoken law of power and supremacy. Think business, politics, society, and even sports, where rules are designed to be fair. It is what it is, and the only change we can control is that which we affect.

Every day we make choices, and we either continue to support the system and its ‘rules’ or seek to alter the playing field deliberately. We can create our fair. It is as simple as who you choose to do business with, the people you vote for, and even the teams you support. In time, tides do shift, and the pendulum may shift. At that point, what is truly fair?

Fair is a perspective that may well be held uniquely by each individual. Expecting that all you consider impartial is impartial in reality is unlikely since even your view is one from bias. We can only hope when we know there is an imbalance; we will do more than our fair share to help restore equilibrium.

Stop it!

Aug 25, 2022

Many times it’s all it takes. We know what needs to be done, yet we continue. It appears in many forms and in varied situations. We have nagging disbelief not to take the plunge and get on with it. The ongoing feud we are having internally, and no one is listening, or if they are, they are well beyond the point of wanting to hear it any further.

So much of what appears to be a challenge or issue for us often arises from our own doing. We create the one-sided debates, the nagging doubts, and the reasons for procrastination.

All it takes is for you to tell yourself – stop it!

Bob Newhart – Stop it

Losing is part of the success

Aug 24, 2022

Sir Alex Ferguson, the winningest coach across all premier football leagues, is a firm believer that it is essential to recognize and appreciate the losses we experience since this determines the path one should take.

Growing up next to the shipyards of Glasgow, and ultimately playing for his boyhood club, Rangers, to then be ostracized by the club as a player became his incentive and motivation for future success.

Although that experience stalled his playing career, it later became a reason and impetus for his initial managerial success. The disappointment and lack of closure were the foundations for future accomplishments as he used losses to learn from, make changes and move towards a path of victory.

Our experiences shape us, and the challenges we encounter will guide direction and fuel intensity, galvanizing our purpose and conviction. So savor our losses since they often spur the good fortune that could follow. We can choose what the failure will mean to us. Think work, careers, purposeful missions and even relationships. They are all a moment and a series of events, yet they do not need to define us nor the ending.

Keep people, increase productivity

Aug 23, 2022

One of the most significant indicators of individuals enjoying their work, feeling fulfilled, and even inspired is the ability of employees to feel valued. While organizations will initially focus on compensation and benefits, the recreation room, and Friday pizza, while all are useful, the overriding influence is that of words of appreciation.

It is a basic human instinct to want to belong and feel a part of a community, and while employers and managers may believe they show their team appreciation through gestures, it is not enough. We want to be told we are doing well. Employees who feel recognized are 63% more likely to remain with an organization. In comparison, 44% of employees who did not feel they received recognition attribute that as a critical contributing factor to moving on.

As leaders, managers, and even peers, we make the time to correct individuals or point out work issues. Yet, how often do we deliberately and intentionally seek out a colleague and direct reports to show appreciation? It takes little to recognize someone, and not only the recipient benefits but the person giving too. Moreover, the results are tangible, with productivity increasing by 31% when employees are happy and the likelihood of then repeating a task of positive recognition being 92%.

To create a culture of positive recognition, organizations can institute simple steps into daily activities that encourage all staff to embrace the concept, including making it a part of daily huddles, team meetings, and 1:1 meetings. In addition, a “thank you, board, physical or digital, can be used for peer recognition.

Tony De Cicco, the 1999 Women’s World Cup-winning coach, emphasizes in his book ‘Catch Them Being Good’ that recognizing individual accomplishments, no matter how small, and showing one’s appreciation, is the basis for building a solid, high-performing team.

Regardless of the challenge or reward, you are working towards, you need a team that is empowered and feels valued—increasing productivity and having a happy workplace is your job after all.

What a wonderful return on effort.

Swim lessons

Aug 22, 2022

At Doctor’s Cove beach, Montego Bay, an elderly gentleman steps into the warm crystal ocean with two young boys in tow. At first, it appears a grandfather is there with his young kin, but soon enough, it becomes apparent that this caring person is there to teach them how to swim.

The enthusiasm of boy boys is evident as they eagerly follow instructions. Head held up about the water, they paddle and kick, and when forgetful of either, are reminded with positivity and encouragement of their tasks. One boy asks if they can stop, only for the kind, firm voice to suggest, ‘just one more, and we will take a break.’ I watched this for many minutes, and the boys continued to kick and paddle, request a break when they struggled, but persevere. All through this, there is encouragement and constant reinforcement of what they were doing well. At no point were the words ‘you are not…’ uttered, and at no stage did I see the teacher waning in enthusiasm or determination to continue. On the contrary, he remained steady and positive.

A break did come after many ‘just one more, and the boys both jumped out of the water and ran to their mothers with beaming smiles for a quick refreshment. However, within minutes they both ran back to the water for more of what could have appeared to be punishment.

At this stage, they were equipped with wearable buoyant attachments, and both got back into the water, to be led now into far deeper waters some one hundred meters from the shore. No complaining, just eager enthusiasm.

Our goal in the workplace should be to improve performance, which requires individual growth and development. Yet, how often is there complete disregard for how we develop people in organizations and other development settings? We are determined to get people to swim and teach them the methods, yet little thought is given to how we do it.

It is the responsibility of teachers to teach. Positivity and encouragement will help the individuals build a level of competence and confidence to persevere and do more. There is little point in telling them they are not doing something when we can state what we want them to do. Those leaders who take the time, nurture, and patiently help their team members grow are rewarded infinitely more in time. It should be seen as an investment of time and not a waste of time.

There are situations where the student has no desire to swim, maybe because of the parent’s insistence or manipulation. In those instances, the teacher can only hope to inspire, yet the desire and will to succeed will need to be that of the student. Absent that, it is impossible to achieve. You may be able to lead the child to the water, but you won’t be able to teach them to swim unless they choose to. But you could be the catalyst to motivate them to try.

Riches

Aug 21, 2022

A common assumption is that we are wealthy when we can purchase all our heart’s desires without a second thought.

If that is our desire, we may be closer than we appreciate. But, on the other hand, if we had fewer wants, there would be less for us to buy.

Our richness is the appreciation for what we have, far more than what we don’t.

You can reach further

Aug 20, 2022

In 1954, an unknown 25-year-old broke the four-minute mile with a. time of 3 minutes and four-tenths of a second. A remarkable feat, but even more pronounced since Roger Bannister achieved something that thousands had attempted since 1886 in track and field events. Using unorthodox training and in cold wet conditions, the impossible was attained. What became even more surprising was that 46 days after Bannister’s feat, John Landy not only broke the barrier again but with a new record of 3 minutes 58 seconds. Then, three other runners broke the four-minute barrier in a single race a year later. Over the last half-century, more than a thousand runners have conquered a barrier that had once been considered insurmountable.

In 2019 in Vienna, Eliud Kipchoge, a Kenyan marathon runner, beat the two-hour mark with a. time of one hour fifty-nine minutes and forty seconds. While the time will not stand because of conditions that existed, one can only wonder how long it will be before the two-hour mark becomes the mainstay measure for marathon runners.

What is apparent from these feats is that what we consider impossible is not at all, and what holds us back from achieving is our tendency to minimize our potential. We tell ourselves that we cannot do it. It is too far, too hard, too much, and so on, to then settle on something less. Then, finally, we achieve the goal and say, great, let’s go a little further. Do we all do this?

But what if? What if you set some preposterous goal for yourself? What if you put fear into yourself with the mere thought of attaining this impossible target? And what if you then set out to achieve it? The issue is when we lower our expectations and self-imposed limitations, we permit ourselves to perform at a sub-optimal level. We begin to think differently when our target looks exciting but still very far-reaching. Instead of doing what we have been doing with a little more urgency or conviction, we now look for a fresh, novel approach to get there. It is our new thinking and outlook that becomes the impetus for achievement.

Take a simple example: you want to save $100,000 this year for a lavish purchase you have always wanted. Assume it’s a stretch; you will begin to seek ways to save a little, skimp on some elements, and cut away the unnecessary. Fundamentally little changes of any significance. Let’s shift that target to $1 million. Will the cost-cutting get you there in the next two years?If $100,000 was. Stretch, the $1 million will be absurdly impossible. But you are determined to get there. What will it take? It will require big thinking. A new source of income, a career change, possibly major shifts in the big expense items you currently have, relocation, new modes of transportation, and soon enough, the impossible is feasible. After all, others have done this?

So, what’s holding you back? Is it your capacity and capabilities, or are you merely not thinking big enough? Reach beyond what seems reasonable. Feel the excitement, feel the fear. If you get that, you may be reaching far enough.

Watch the signals

Aug 19, 2022

If we pay attention and observe, we can see the signs. Like the appliance that starts to play up and malfunction, performance stops suddenly, and soon enough, it suddenly seems to break down. Nothing is sudden. The signs were there for you to see and act on.

Similarly, problems come to your attention within organizations when they were likely there before. You are losing sales, it all takes longer than before, and service is dissatisfying at best. Unless one initiates intentional actions to change the dynamic or situation, inevitably, it will continue to break down until there is a minor calamity or significant setback.

Watch the signals. Pay attention and take action. Suppose it requires a boost or upgrades do it. If it is people, seek to motivate, change processes, or even personnel. If a supplier, you have little control over their policies and systems, so find another.

To be high performing, you must surround yourself with a network of high performers. Then, make the change or continue to be the excuse.

The right people

Aug 18, 2022

Few companies fail because of the lack of innovative and promising ideas but instead meet their downfall through poor execution. However, even those methodical and deliberate organizations that plan well, in both ideation and implementation, still fail for one simple reason: the people. It is astounding how organizations pay enough attention to who they are, including the people within them and their overall culture. The fundamental concept that the author Jim Collins has repeatedly demonstrated is that successful organizations are steadfast in ‘getting the right people in the right seats doing the right thing.’ It begins with the right people: those who share your vision and demonstrate a similar set of values and virtues that you desire. Unfortunately, few organizations dedicate rigor to recruiting people that align with their desired culture (assuming you can articulate that culture, to begin with). Mistakes occur, and the sooner we embrace them and alter them, the better the organization. Why would you continue to hammer your thumb when it is causing you pain? Your organization is your people. Innovation, excellence in delivery, and continued high performance come from people. Give it the attention it requires.

Implement a salary cap

Aug 17, 2022

Employee expenses are the most considerable expense for the majority of organizations. The cost is rarely just salary, but when we include all employee-related expenses, including benefits, technology, workspace, and sundries, the amount will increase to almost an additional third.

Yet, the way organizations look at salaries is often an infinite resource to draw on. Each year employees are paid more, and soon enough, the expense grows disproportionate to the income generated. Therefore, paying attention to the metrics we have in place and managing accordingly is the path to potential success.

Similar to many sports organizations with a salary cap, you should look to optimize your people pool. There is a constant sense of how we can increase our team’s quality and performance while maintaining a lower salary cap. It is what success is built upon. Bring in hungry talent at a lower cost, and replace redundant or stagnant talent.

If we keep the same employee pool and increase salary, should we not also expect improved performance and with that enhanced output?

Reward strong performers, move the laggards on, and bring in hungrier and less expensive replacements.

Some executives may suggest that this approach may lead to a negative culture. The question is, how can a culture of high performers be negative? By merely maintaining the status quo, the performance will ultimately deteriorate. A mindset of better performance quickly leads to an understanding that performers are required while there is no place for those who choose not to improve.

Benefits of fasting

Aug 16, 2022

The merits of intermittent fasting (IF) have filled thousands of pages of literature, provoked numerous studies, been the topic of multiple podcasts, generated numerous dedicated apps, and enlisted millions of devoted loyalists to the movement. In brief, intermittent fasting requires one to refrain from consuming nutrients for anywhere from twelve to sixteen hours each day, and then extended to 24, 48, 72, and yes, some even up to 240 hours.

While the overall goal is to benefit one’s health, it is said to aid in repairing the digestive system through rest, improving digestion, heightening concentration, assisting in weight loss, and increasing energy. In most instances, people report many positives, each to their own.

Today is National Fasting Day, and while this post is not to get you to fast (you should check with your physician or doctor if you have any questions), at very least take a few moments to discover what the trend is and whether this is something you may even want to explore.

If you attempt to do it for just 12 or 16 hours, in other words, skip two meals, possibly you may consider donating the money you saved on your latte, breakfast, and lunch to a charity of your choice. Help those who do not have a choice of fasting or not since their predicament assumes they will be hungry today regardless.

Learn, explore and give. There is a clear benefit to fasting if we do it correctly.

Unveil secrets

Aug 15, 2022

For organizations to remain ahead of the competition and relevant requires them to innovate and create a point of differentiation.

Some believe it may be doing something cheaper and undercutting the market through favorable pricing, while others will seek to do more than anyone. These strategies are always beholden to external factors and reliant on the actions of others. We remain relevant while our pricing is lower, but as soon competition changes, we need to react, so we continue to play catch up.

The reality is that most organizations do not know what their secret is. What makes them unique and sets them apart in a crowded marketplace? It is rarely about more, but instead the one thing. While saying you are something does not necessarily imply you are. A check to ensure that what we say is who we are is to understand if we can measure it and compare it.

The organizations that appreciate who they are and their differentiation undoubtedly have an edge in marketing to clients, recruiting talent, and obtaining investment. This however, must be maintained since even those with a competitive advantage may lose it if they no longer pursue their distinctiveness.

What one secret do you have that you continue to exploit to differentiate yourself? It exists, you may not be revealing it.

Have cake

Aug 14, 2022

We experience those days. You start well by the coffee machine does not work. You skip that and go for a run only to have a calf seize up. You limp home and remain steadfast to continue with the day. Soon you discover the dog chewed up your checkbook while you were out. You go online to access banking only to find you have no access. After an online chat and telephone support, or lack thereof, to no avail,l you are now blocked.

It happens. Yet it too will pass. Importantly it is not you, and no need to fret. When all else fails, why not just have cake or ice cream and enjoy the moment? There is little of such magnitude and permanence that it deserves our dedicated concern nor approval to get upset.

In situations like these, all we can ask is ‘what I have control over.’ Those elements, let’s calmly take them on. If it becomes frustrating, on occasion, time is a pleasing anecdote. And so is cake. Let it be.

Scars and battle wounds

Aug 13, 2022

We all carry them to some extent. More emotional than physical. Like a physical scar on our bodies, emotional scars are seen by many.

We can attempt to conceal them and do our best to disguise them, but they often show at the most inopportune times.

When we can come to a place where we are accepting of our wounds and unapologetically own them, we can better deal with any situations that may potentially reopen them. You may not wear them with pride, but they are yours to tackle.

Not a bad idea

Aug 12, 2022

Most organizations will dedicate time to developing strategies, designing new products, and ideating innovation. Set aside says, pull resources together, and take a systematic approach to think through issues and create opportunities. It is a valuable process.

Yet, for most organizations, innovation mainly falls short of expectations. Rarely is the idea that bad, but the way we execute it. Organizations lack discipline in the process of implementation. Often assumptions are made about who should lead an initiative; we look at a functional role and, by association, give accountability to that person. Yet, their skills, commitment, or even capacity may not be the ideal choice. What of the process, the rigidity in planning, identifying the primary tasks, developing a process for execution, and applying discipline in managing the process? Too often, it is loose and flexible because of the uncertainties, which often translate to’ I have not given the time to think this through and am looking to wing it.’

Organizations would be well advised to create a defined process for executing any plan. Decide who is involved, actions to be taken, timing, the process of review, interim and periodic assessments, revise the approach and even pivoting, consider interdependencies, and most importantly, establish resources to review and evaluate progress.

Rarely is it the idea that was so bad, but rather the way we implement and execute it, Bring structure and planning into your execution, and you will see positive results.

Biased rules

Aug 11, 2022

Some apply rules for themselves and different rules for others. The same situation yet different rules.

If you choose to discriminate in applying standards, be hard on yourself first since there is likely some blame you can assign to your behaviors or actions in any given situation.

Imagine playing a game where we change the rules for each player. What game would that be? Would you call it fair, reasonable, or sustainable?

Keep the rules simple. Apply them equitably. If we understand them collectively, does it not seem fair and a game we can play, whether you win or lose? On the other hand, if it is all about your own rules, you may play a game of solitaire all the time.

Dependencies

Aug 10, 2022

No doubt we are creatures of habit. In many ways, we harmlessly begin a practice; soon enough, the pattern becomes ingrained in us, and we become reliant on it. Drinking caffeine or eating sugar. For some, it may be the occasional pleasure of indulgence, while for many, that is no longer the case.

The simple, enjoyable practice becomes one that we cannot function without. Take the guy who cannot perform before two espressos first thing in the morning and becomes reliant on it for a boost at the beginning of the day. This is one I can comfortably speak to from experience. It becomes an essential element of daily practice and almost a crutch for comfortable survival.

While we can become dependent on various foods, other valuable practices initially begin with good intention that soon becomes problematic. For example, while asking someone for help can be beneficial, some will quickly make it the go-to before exploring the options themselves.

More startling is when we appreciate that we have taken these practices too far and the habit is no longer beneficial. If you give up caffeine, you will be surprised at how much you depend on it and how well you function without it—constant energy, clarity of thought, and even composure throughout the day. We become energized when we stop relying on others or break the procrastination habit. We have a greater sense of achievement, spurring us onto other initiatives we have long ignored or believed we could not accomplish.

You are not alone in having your vices in various forms. Are you aware of them, and to what extent are they inhibiting you from performing at your best? Have you tried eliminating your dependencies from your routine, and what have been the effects? You may be pleasantly surprised.

Human first, then a leader

Aug 9, 2022

‘But they did not do what I wanted, which required me to speak like that.’ A leader’s excuse. When did a title or position invoke the right to detach from human decency and respect?

As a leader, one has a choice: to be human or not. You may choose to justify why you are misbehaving or being mean. Yet, in that instance, as a person, you’ve failed.

Similarly, does your occasional lapse in character permit them the occasional lapse in performance?

The best leaders help their team attain the collective goals without harsh words, tone, or gestures. They can merely point out that the performance was below par, actions to take to resolve issues, and to change behaviors to minimize mistakes going forward. They support the individual.

It is not tit-for-tat. Instead, be the example, and allow those you lead to focus on their own issue, not your misbehavior.

Be repetitive to succeed

Aug 8, 2022

Our ability to master any craft or remember a set of details requires repetition. Learning a new skill or technique and adopting a process all require repetition. Recall learning the times’ table when you were young or the capital cities of countries. We remembered them through constant repetition and soon became comfortable with the knowledge or skill.

As we get older, we believe we no longer require repetition or memorization as much as we did in the past. Instead, we discuss a concept, create a set of principles, develop a process and then say, ‘let’s go ahead with this.’ And we believe it now just happens. How has that worked out for you or the team or organization?

What are you expecting to occur that is not happening as you had hoped? What are you doing to reinforce it, and how do you ensure your team has shared understanding and clarity in direction and execution? It relates to your organization’s core values, processes, system protocols, team agreements, and more. Stating it once or sending a memo out is not the answer for recollection, let alone individuals adopting and acting on various concepts.

Being repetitive may just be a valuable quality, especially if it will attain the outcomes you desire.

Pale blue dot

Aug 7, 2022

The daily hustle consumes us and sucks us into a trance of rituals we perform to attain outcomes that we believe are significant. But unfortunately, some will take this as an opportunity to exert power, abuse, and even destroy what is precious and limited: that is our planet and life.

No other planet is known to sustain life, yet we continue to destroy it through our actions knowingly. At the same time, behaving with little regard for our impact on climate change, what of the small unkind actions and practices exhibited towards our fellow planetary inhabitants, including our kind?

From a broader perspective, we are insignificant in the realm of the universe, yet our role is of utmost significance and well beyond just ourselves.
Pale blue dot by Carl Sagan

Being a noun or verb

Aug 6, 2022

If you want to be a grocer, a general, a politician, or a judge, you will invariably become it; that is your punishment. If you never know what you want to be if you live what some might call the dynamic life but what I will call the artistic life, if each day you are unsure of who you are and what you know, you will never become anything, and that is your reward.” – Oscar Wilde

As a culture, we identify individuals based on their descriptors. For example, they are in marketing, an artist, a nurse, an engineer, a mother, an athlete, a lover, and more. In addition, most of us associate with multiple descriptors and roles characterized by nouns.

The title becomes an inhibitor in how we see ourselves. When we choose to be a verb, the possibilities are endless. Where does it stop? To be motivating, loving, or inspiring will provide one with an increased sense of purpose while opening up opportunities, meanwhile, limiting yourself to the description of a teacher or accountant will narrow your definition.

You can be a name, or we can be an action. You choose.

Broken word

Aug 5, 2022

It is not uncommon for us to give instructions or input with the best intentions yet leave the other person feeling disconnected, undervalued, and disappointed.

Have you ever told someone you will do it right now or that it will be completed soon, only to end up preoccupied with other tasks and activities, ignoring your promise? It may seem trivial and immaterial to you, but it is far more to them.

The person to whom you have neglected your commitment is more than the action itself, and your failure to keep your promise reflects your character and the importance you place on your relationship with them.

It may seem unimportant, but would you not want to be known as reliable and caring? It may be as simple as making small commitments to keep, and even more so, when you do not possess it, apologize for the delay and follow through.

Those promises become you and are the foundation of your relationships with family, friends, colleagues, and acquaintances.

Role models, not only mentors

Aug 4, 2022

Organizations invest heavily in mentor programs to develop young leaders and guide individuals with their careers. While mentors can be helpful, it is inevitably not sufficient for an aspiring individual in their development.

It is simple to have someone to tell us what we should do and how we need to behave. Yet, how is that of any help when the advisor does not practice what they preach?

How much more valuable is it to have role models? These are the people who do not need to tell us what we should do since it is evident by their actions what is desirable and who we should aspire to emulate. While there may be fewer, encourage the role models to stand up, and should we fail to have many among the ranks, we may want to revisit our organization’s values and who we keep on board.

Your best – why not?

Aug 3, 2022

Society, through the generations, is intent on progress. With that, we tend to measure what progress is being made by looking at bigger, better, faster, and more robust.

To attain any goal, there are inevitably many factors that we must consider, some within our direct control and others where we have limited or none at all. However, while we may meet, fall short of, or even exceed the expectations set, there is ultimately one element we control: Did you do your best?

Can you say that you could not have done better or that there was no room for improvement? Before assigning blame to others or external factors, we can first look at ourselves.

If we can be truthful, the next question is ‘why not?’

How to get things done

Aug 2, 2022

You may consider yourself organized, and you are on top of things. You may be someone who loves lists. That is a great way to keep reminding you of what you need to complete. You prepare it daily. Suppose your goal is to have a to-do list, congratulations. Interestingly though, by tomorrow, the list has inevitably grown, and in no time, you begin to wonder what you are doing wrong and may even go as far as to feel like a failure.

The issue is likely not you, the to-do list, but your approach to accomplishing it. Again, it comes back to a question that most people struggle with. Where is the time? The morning began with a list to accomplish so much, and by the time you finally crash, you have done little on the list.

Why do you find the time to visit the dentist, or your hairdresser, pick up the kids, play sports, go out for dinner and successfully meet with others daily, regularly, and consistently? In all likelihood, you schedule them and set a specific time for all of these events.

Regardless of your perspective or drive, your time is as limited as anyone else. We all have the same starting point. Some are more successful than others because they plan to use finite time better. They will prioritize what is important, say no to what is not essential, and delegate where possible, but most of all, they will plan and ultimately schedule.

If you look at your calendar, you may soon realize it is impossible to accomplish your to-do’s since no time is available. Even if time is open, you will be distracted in your ‘free time and not tend to the critical matters.

We prioritize our time for others – family, work, friends, and service providers – by scheduling the time with them, yet we do not afford ourselves the same level of attention.

If you want to succeed in what you do, schedule all as events. Set time aside for everything. Exercise, reading, writing, meetings, strategic thinking, play, and even relaxation. If it sounds too simple, it’s because you haven’t done it yet. The next time you ask yourself why you are not accomplishing what needs to be done, look at your schedule.

How to get things done

Aug 1, 2022

We prioritize our time for others – family, work, friends, and service providers – by scheduling the time with them, yet we do not afford ourselves the same level of attention.

Continue listening

Aug 1, 2022

That voice that provides you with constant feedback or direction contains the same message regardless of how we dissect it. For the person delivering the information, it can be somewhat frustrating that their message is sometimes unheard when it is obvious to them.

To the person hearing it, you want to shut the voice out. You look to ignore it and even confront it with your reasoning. Yet, listen attentively if it intensifies within you and you feel even more annoyed by it. It may no longer be the words of others but your own you are shouting at yourself. If we are agitated by the terms of others, pay attention. If it grows, enquire whether we feel the angst because we know they are right.

We may not like the truth, but we know it better than most. So stop ignoring yourself, and own it.

Sleep on it

Jul 31, 2022

Something will frustrate you today or soon. It is inevitable that something does not meet your satisfaction and will create a little consternation.

Inevitably it usually involves other people and may stem from a single interaction. If we remove the emotion from the situation, it will always appear less problematic, and the likelihood of resolution increases.

A surefire approach to address this is to sleep on it. Very few issues that involve emotion are ever time-sensitive. It’s quite the contrary. Set a 24-hour rule before you respond. You will likely contain the issue; surprisingly, it may disappear altogether. This applies to most facets of life and in years of managing a youth football (soccer) academy, with over one thousand players aged 5 to 19, inevitably there would be at least a few frustrated parents, for one reason or another each weekend. Strangely they did not seem to be as attentive of the training performance. Nevertheless, a 24-hour wait guideline was instituted, and so di the typical influx of Monday morning lively salutations.

Imagine how much angst, composure, and precious energy you may save. And if the problem remains, you can address it tomorrow from a calmer place.

Mindfulness

Jul 30, 2022

A word that has been used extensively in the past decade and the benefits well publicized. It is typically denoting that we should be present and in the moment.

If you have practiced meditation or reflection, you will find that it helps center yourself. In the process, we let go of the elements of the past we do not control and minimize the distractions of the future.

Practicing mindfulness in daily activities and work brings so much to that experience. At work, we see things. In interactions, we are more engaged. In our thoughts and endeavors, we find greater satisfaction.

Take the time to savor what we are doing. Then, eliminate the distractions since nobody’s really that proficient at multitasking, so we can stop pretending we are.

A job or responsibility

Jul 29, 2022

To many in the workplace, these may seem to be intertwined. With a job, you have many responsibilities that you need to undertake. A set of tasks and functions that describe what you do. Inevitably in these situations, there is a struggle between what you choose to do compared what is expected of you. As a result, motivation may wane, and interest diminishes.

So much of it is how we approach the same situation. If we embrace that we have responsibilities and that our work impacts others, we will be able to take pride in what we do because we appreciate its importance of it. When we are responsible, we soon understand that there is a job we need to do and get on with it.

What do you prefer to do?

While as an organization leader, you may think the onus is on the individual – are they responsible or merely collecting a paycheck? The question for you is, what environment have you created? Is it one where values, a mission, and teaming are critical? Or is it one about profit, attaining the leader’s goals, or one where people do matter?

Like individuals, as organizations, we have choices too. If your culture is less than optimal, or people are not inspired, and at 5 pm, there is an exodus for the exit, it may be time to look internally first.

What is our collective purpose?

Don’t merely measure the good weather

Jul 28, 2022

The ability for individuals to perform well is far simpler when they are operating in a mode of calm and satisfaction. It is often remarkable to witness what individuals are capable of when they have few restraints, challenges, or limitations.

Although we can attempt to create an environment devoid of issues, it is not likely that it is feasible to eradicate all negative influences. However, they vary daily, so we should anticipate them.

It is our performance in times of adversity that often matter most. A good leader sometimes seems charming, composed, and pleasant, but many can likely perform that role with similar levels of competence. When adversity strikes, the fundamental qualities of leadership are tested and required to come forward. President Zelenskyy was offered safe passage from Ukraine when Russia attacked its country. He instead chose to remain and be resilient. He decided to perform the role he was elected for: to stand for and with the people. The character of leaders matters in bad times. That is when you know if you have a leader worth following or not.

When we assess the team we have, it is their grit, guile, and composure under challenging instances that are most telling of that person’s potential and their ability to be successful. We should apply this logic when recruiting employees. Don’t merely delve into when they were successful; understand their ability to handle adversity, stress, and even failure. The same applies to those we choose to have close by. Others want to be around in the good times, but what of the bad times?

Celebrate today

Jul 26, 2022

We make a fanfare of specific events: holidays, birthdays, special occasions, and even status.

You are alive today. Regardless of how excellent or lousy yesterday was and how the immediate future may look, today is an opportunity.

Unhappy with your life. Change it. If dissatisfied with your work or relationships, change it. how we tend to wallow in demise and pity, while each day brings a new dawn, and like the weather, unexpected and possibility. It may not happen overnight, but in all probabilities, change is possible, and only you will determine whether it will happen or not.

It is today, celebrate.

The biggest waste in organizations

Jul 26, 2022

Few organizations stop considering their meetings’ nature, structure, and value. While collaboration and interaction among teams and other organizations are essential to achieve better outcomes, far too many organizations are over-reliant on meetings and poor ones. For example, consider a meeting with fifty people in attendance: How many contribute are engaged and want to be there?

A meeting with countless individuals will have cost the organization in wages for the time of all who attended, in addition to lost productivity. So why not share the information with most and invite feedback and input?

Here is the problem. Meetings without agendas, a lack of defined purpose for all invitees, little discussion and debate, and even less resulting action are a waste of valuable resources.

Organizations are constantly seeking efficiency and effectiveness in their practices. If we cut four hours of everyone’s meeting time a week, you will likely not only save no less than ten percent on your salary expense and increase productivity, but you would also increase morale and performance.

Meetings can be valuable, but they never will be if we do not plan for them intentionally. So stop inviting people to meetings because you did not plan and if you are interested in making your meetings valuable, create a structure, protocols, and practices. And yes, evaluate them too.

Need help? Give us a call.

No explanation required

Jul 25, 2022

You can just say no. There is no need for an apology or explanation. If you are being inconvenienced or made to feel uncomfortable, it is acceptable for you to put yourself first.

Consider the instances you want to just say no yet feel you need to explain. It may be because you want to spend time with your family or you are tired and need to recharge, and even possibly because it is not something you like. We explain it because we believe it is necessary or the ‘polite thing.’ Even your supervisor may appreciate a firm ‘no’ when they repeatedly change direction or add the latest thing to do.

No is no. We need to get comfortable with it by saying it and hearing it. To be clear, ‘no’ alone is far more powerful since it does not in any way become a maybe. It’s a clear-cut ‘no’!

The ice cream truck

Jul 24, 2022

Those days as a kid when you had a clue, the moment was almost upon you. The faint jingle would then stir your senses, and your entire body would come alive. The rush of anticipation and excitement built as the sound became more apparent, and you could almost taste the creamy sweetness on your tongue.

My young dog experiences it daily when neighbors walk their dogs in the early morning. In anticipation, she will watch and peek through a forest of trees for movement—a false alarm as deer walk by. In warm weather, the wait is outside; in colder weather, since humans prohibit the flow, the perch is a sofa top with the ideal view. Then, finally, the friends appear, and the excitement spills over in excited yelps as she frantically skids around the corner to bolt outside. Unfortunately, it is all too often, and she will rush inside to seek a companion, furry or human, to join the five-minute celebration.

The ice cream truck is necessary for all of us. What brings you excitement and joy each day? What do you seek that the mere thought of doing it fills your heart with immense pleasure? It may be a walk with the dog, a moment to read or exercise.

It is simple, but in that simplicity, there is a tremendous joy. We should seek it out so we can wake up each day with uncontainable excitement.

Fleeting

Jul 23, 2022

Our ability to move across vast expanses of land and oceans is ever more feasible and attainable for many. The world has become smaller thanks to the ease and simplicity of travel and further accented with social media. While we have managed to close distances, we have equally created voids. Like voyeurs, we watch and observe the activities of others, some strangers, others related or close friends. A swipe and we move on.

How often do we just say ‘hi.’ A note to suggest they are in your thoughts. A little appreciation. Yes, one syllable is all it takes, and you are connected, even for a fleeting moment. We know it is not the time spent but the warmth of the message that matters. And instead of hitting one icon, we may even choose one shaped like a telephone, tap it and make a call.

We take too much for granted. We expect they will be there tomorrow. That you can pick up then rather than taking 60 seconds out of the existence of today.

And then they are gone. You find out via Facebook or text. Time is fleeting, don’t allow the opportunity to escape when it presents itself. Reach out and touch someone you care about today. Yes, a simple message is all it takes.

To Carlo – be at peace.

The wrong face

Jul 22, 2022

In a recent interview, Oscar award-winning actor Judi Dench stated ‘I was told I would never make a film. This is because I have the wrong face,’ yet the British actor has starred in many movies in her illustrious career and attained enough accolades and awards to fill the length of even the longest forearms. If Ms.Dench had taken such a critique to heart, it would have deprived us as moviegoers deeply.

The best-intentioned advice may often be flawed and based on another person’s perception rather than fact.

Rather than accepting all feedback as correct, we should ask ourselves:

where is the advice coming from,
what do they know that you don’t know, and even more so,
what do they not know about you or the situation that you know?

If you are determined to put in the hard work and have the determination, a movie will be made just for your face.

Beware of bears

Jul 21, 2022

While most interactions do occur with little drama or consternation, why is it that for many, the focus is on interactions that produce some drama? For some, this is almost a hobby of sorts.

Yet drama does not exist unless fueled and provided with an audience to enable the drama.

Like the wild bear we encounter, we should not feed nor provoke it. A simple policy to adopt is ‘stay away.’

When virtues become a vice

Jul 20, 2022

Being good and doing good for others is something we need more of. Those who are kind, giving, selfless, considerate, thoughtful, humble, etc., are individuals who can enrich our lives through their virtues.

Yet, it can become a vice for the giver and recipient. At what point does our support for others become an enabler for poor habits or behaviors, such as forgetting to care for ourselves? When do we overthink a topic to the extent we complicate it and may even create further problems?

Moderation of these virtues is essential. However, too much of a good thing can be harmful.

The doing is diFficult

Jul 19, 2022

We belabor a decision on a new initiative, hiring a new employee, or creating a new strategy for the organization. No sooner than we commit to doing it do we appreciate the simplicity of the task. And while there are inevitably some obstacles, we can simply overcome them. This is the easy part.

Once we have committed and completed the finite task, the real work fraught with obstacles and complexity begins.

Deciding on the new initiative is simple enough and appears daunting until we begin the project and are required to determine who will run it, how we will manage it, where to produce it, and the questions go on. Similarly, what will the new employee truly focus on, and what measures will we use to assess performance and integrate them into the team? Likewise, creating a strategic direction may seem difficult until it is complete, and, assuming it makes sense, we begin to implement it.

Inevitably there will be stumbling points for any new ideas, and unforeseen issues present themselves. However, if we took the time to plan the execution and dedicated equal attention to implementation as we do with ideation, we may achieve improved success and fewer unforeseen bumps.

No organization or person fails simply because of a lack of sound ideas but likely stumbles due to ineffective implementation.

Flawed justifications

Jul 18, 2022

Individuals go through the daily grind of work, some for decades, and then finally hang it up. Strangely, they will often endure it well beyond the time they attain any pleasure because of others’ opinions or persuasion. The parent believes that this is what they need to do because it is what is best for the family, or doing it because that is what your parents think is best, or the leader believes the team needs them for guidance and support, and the employee thinks ‘who will do it when I am gone?’

When they leave, what is often surprising to those individuals is how quickly others forget them, and those close to you appear pleased you have decided to be happier. Life moves on, there is a replacement, and your contribution becomes an anecdote, if at all. The children wonder what you are doing next and how that will impact their daily routine, co-workers align with others, and your parents may never understand what you do for a living.

This applies to the work we do as well as other facets in our lives, where we live, and our relationships. We need to question our motives for doing whatever we dedicate to. If it does not make sense to us, why do it? Enduring any situation will not get you sainthood or an outpouring of gratitude. Instead, it may elicit the question of ‘why did you?’

Dilemma of tribal acceptance

Jul 17, 2022

We want to be liked, accepted, and approved of to some extent. The magnitude will vary from person to person, but it is instinctual. We are social beings and coexist and function well when we are part of a group. We identify with that group and want to belong. Tribes have rules, guidelines, and accepted norms, often called culture, team behaviors, agreements, and acceptable standards. The most self-assured and even celebrated individuals want to be accepted. For example, look at those who cherish the number of followers they have and anguish over each negative comment.

These are all normal reactions, but at what point are we self-compromising to benefit from these norms?

Does the artist or writer create to appease others purely? If they do, what do they lose in the process? Similarly, do you work with a company that defies your values and beliefs merely for the financial reward? If so, at what expense?

It is a dilemma we face each day. It would be wonderful if everything we did were automatically accepted and possibly adored by all who encounter it – our art, writings, and work – but that will likely never be the case.

Who is it that we ultimately seek to appease and gain approval of? If we cannot look back on our day and say, ‘the day was amazing, and I cannot wait to repeat this,’ should we question not only what we are doing but as much for whose approval?

The go-between

Jul 16, 2022

Intermediaries or third parties may be necessary for some situations, primarily when two parties have difficulty resolving an issue. There is a reason why arbitrators are in demand: sometimes, it is required for them to intervene. Typically, the problem results from a dispute where both parties believe they are correct and that the other person is wrong. Rarely is it that either party will be able to see an alternate perspective, and at times, even if they do, they may not want to validate the other viewpoint.

There is value in disagreements when people can remain objective and bring objectivity and clarity into the situation.

There are go-betweens who, in many instances, do not help, such as those who choose to insert their agenda or motivations, or even worse those who placate either side separately and relay a distorted subjective summary to the other party. The parties have not addressed or resolved the issue in these situations, and the go-between may have even exacerbated the problem.

Mediators can be of immense value when they orchestrate and initiate a dialog and respectful debate, while the get-in-between adds little value. Choose wisely.

Revenge

Jul 15, 2022

The basis for movies and countless stories of fiction and fact. It conjures up images of getting back, achieving justice, and reciprocity. But, with that are also negative feelings and energy. To what benefit?

If someone has harmed you in any way, what will revenge do? Will you truly feel that you have attained some benefit and how long will the satisfaction truly last?

Is our revenge not that the other person has to deal with themselves daily? They are who they are and will remain that way. The harm they inflicted on you, the lack of apology, and the inability to acknowledge fault reflect purely on them and who they chose to be.

You have your revenge. You remain whole, and they stay them.

Like running water

Jul 14, 2022

A still body of water may provide some nourishment and even become an environment for other organisms who choose to use the mass of liquid. Yet, it is dependent on another force to change the equilibrium.

Yet, when the water begins to run, there is a possibility. It can shape, it carries, and it penetrates new untouched areas. The over-abundance can even create destruction.

Do we choose to remain still or be running water? One can create an impact. The other will always be at the mercy of the resolve of others.

St. Vincent

Jul 13, 2022

Saints in religion is a status given to individuals posthumously to acknowledge their work during their lives to recognize their service to people and serve as an example of service to others. In the quirky yet relevant comedy St. Vincent, a saint is ‘someone who serves other people at great sacrifice.’

Humankind is blessed with those people: saints. Those who give to others with very little expectation in return. The unsung flawed individuals play a significant role in others’ lives because they are who they are. They do exist, and they are around us. Yet, we may not necessarily give them their deserved recognition because they do not meet society’s accepted criteria worthy of the acknowledgment of fame, fortune, beauty, and power. Without the saints, many would be lost. A little recognition and even gratitude may even be infectious.

“Saints never give up. Saints fight for themselves and others. Saints make sacrifices. Saints are human beings, very human beings.”

Approval and agreement

Jul 12, 2022

Why do we do certain things? Is it for the satisfaction of the activity and the knowledge that we are doing some good? Or is it for our growth and personal wellbeing?

If what we are doing is merely to appease others or with the implicit desire to attain approval and agreement, will we truly feel fulfilled and proud of our actions?

Which priorities?

Jul 11, 2022

Our priorities are relevant. They define us. We choose to state what is essential and uphold those ideals.

Let’s begin with the word priority: It suggests what is most important. But then, we have allowed ourselves to permit many priorities to deal with our inability to make decisions.

How many organizations have no sense of their priorities or have more than 20 priorities? Either way, you have none. You may have many tasks, but calling these priorities negates anything of importance. As the strategist and author Jim Collins put it, “if you have more than three priorities, you have none.”

What we prioritize is fundamental. Generally, we have six areas we typically dedicate time to, and where our attention is, is where we find results. If we all work, one’s career may be a success, yet we may find misaligned relationships, friendships, health, wisdom, and inner sensibilities. The measure is not necessarily time but instead attaining appropriate dedicated focus consistently.

Organizations will dedicate significant resources to developing priorities only to announce them and do little with them.

Essential is the creation of a small finite set of priorities, understanding what it will take to attain success for each one, and then methodically and consistently working towards achieving them. If we believe we are not performing what’s important to us, personally or as a group, look to see your priorities and how often you dedicate specific time and attention to them.

Others

Jul 10, 2022

They –

Constantly make mistakes and fail to do the best they can

Are rude and obnoxious

Are ignorant and self-centered

Lack of commitment to growth and development

Lack values or care about others

They are egotistical and lack their own opinions.

It is them, correct?

Never, you!

Challenge network

Jul 8, 2022

You are who you are. Getting to where you are required hard work and, no doubt, perseverance in thought and purpose. You have some strong opinions and are even open-minded, you follow a typical path, and it is that consistency in thinking that makes you who you are.

Where are you challenging your thoughts? Where do you obtain the nudge to force growth? First, of course, you may read profusely, and even then, it is reading to your liking, since few will absorb themselves into hundreds of pages of contrarian opinion.

Create a challenge network for yourself that consists of trusted individuals you invite to challenge your thoughts and opinions. Those who can provide an alternate perspective, not necessarily intended to refute or dissuade you, but rather to challenge.

You have strong views as an artist, designer, leader, or decision-maker. Those views have made you brilliant. Consider Mike Lazaridis, the founder of Blackberry, who took the company to command the smart mobile device market in the early 2010s. However, although the smartphone technology most of us are now using today was suggested and offered to the innovative leader, he was unable to allow himself to be challenged enough and consider that users may prefer another option other than a keyboard on their smartphone. How many of you use a Blackberry today?

The challenge network is there for you. Instead, have someone show you an alternate thought today than continue on your path and hit that dead end and demise. The question is whether you are confident enough to invite open feedback and to be thrown on the ropes every once in a while?

Own it

Jul 8, 2022

Who doesn’t have peculiarities? To some, they may seem cute, charming, and delightful, while others may find them annoying, strange, or rude.

You have cinnamon and honey in your coffee, you use your fork to cut, you leave your clothing all over your bedroom floor, you insist that no one may touch your keyboard, and so on. What is yours? It is typical and delightful to you, but who knows what others may think?

Own it by all accounts if you do not demand they follow you or infer your strange ways on them to make them uncomfortable. Your unusual habits may be something others find unique and endearing.

Be you but own that it’s likely not the norm, and nor are you… in this capacity.

#NotHerProblem

Jul 7, 2022

Sexist hate remains prevalent and continues to permeate all facets of our lives.

The terms we often use to describe women suggest inferiority and a lack of physical prowess compared to men, measured mainly by strength and speed. Due to noticeable biological differences this should be obvious.

From the earliest of ages, discrimination is prevalent with or without intent. Small comments including ‘a woman’s place is in the kitchen’ or ‘boys don’t cry’ set the tone, and a young girl told she cannot do something ‘because that is not what girls do.’ While strides to eliminate sexism continue, it remains ubiquitous. In the boardroom, women are still being spoken down to and negated when they do speak. Some women sadly believe that to achieve at work, they need to behave as the men do, and sadly to do what is most natural for a woman, such as being a mother, is somewhat discouraged by our dated maternal leave practices.

Please don’t. There is no need for the workplace to be subject to even more testosterone-induced power waltzes. They are counterproductive, and we need diversity in thinking and emotions to create solid collaborative dynamics.

If, as a male, you should question the true power of women, ask yourself how successful the human species would be in growth if it were men who had to give birth.

Sexism towards women is not a female problem; instead, one created by men and has continued to manifest itself. We all need to stand up, make the change, and create the balance we deserve.

Not Our Problem Video campaign by Hope United

Descriptive prejudice

Jul 6, 2022

Language is a beautiful thing, mainly when used appropriately and with purpose. Nothing is better than reading or hearing a piece of work: the description of people, the story, or surroundings can transport you to the place the narrator is talking of.

Interestingly, descriptives are often used unnecessarily and inappropriately for emphasis, especially about other people. Why is it when we talk of people who share similar characteristics, demographic profiles, or persuasions, we refer to the person by name or simply, they, yet when we speak of others who are different from us, we feel compelled to define them?

Do we naturally bring our own bias, judgment, and prejudice into discussions, and for what effect? For example, talk of someone’s profession should be sufficient, but then we feel the need to add their gender, marital status, race, and even sexual orientation. How does that change their capabilities or ability to perform their functions?

We are all biased and flawed in some capacity, yet we feel no need for us to highlight our deficiencies and inadequacies. We often do this when describing others purely because they differ from us. It may help us in interactions if we steer towards the middle to find common ground while recognizing differences. As significant as they may appear, they pale compared to the similarities we choose to ignore.

More or better?

Jul 5, 2022

The standard view of most people and organizations is that success is measured by how much more one can attain, accumulate or achieve. While it is a potential outcome, what if the ultimate goal was getting better?.

Instead of more, we seek to be better. How can we be better parents? How can I do my job even better? How can I make what I have the best possible? How do we deliver the limited services we offer to the best of our capabilities? More may seem to be abundant, yet if we have more of something mediocre, is that truly success?

Resources are limited. Do you choose more or better?

Possibility

Jul 4, 2022

Have you dreamed? Ever wondered what you are capable of? We have all imagined what it may be like if we _____. It may be your family life, career, creativity, or physical health. If we let the fear go and focus on the passion, what potential lays ahead.

What if? Yet, few of us will ever know what we are capable of. The love, aspirations, ambitions, prowess, and heights. Not that we are incapable of dreaming, but we lack the resolve to pursue it. How easy is it to deviate from what we believe we deserve or should follow? We opt for comfort and ease. With that, we lose all sense of what may be.

In the US, we celebrate today because of those before us who allowed themselves to dream and went in pursuit of it, with tremendous adversity and obstacles before them.

Imagine if, just for 30 days, you resolved to pursue your potential without excuses or compromise. But, do you ever ask what your possibility is? And is that comfort worthy of stifling your brilliance or tranquility?

As we celebrate the country’s Independence, we can craft our own. After all, only you know what you want and can be capable of. It is possible.

Unequal five-star recipes

Jul 3, 2022

How wonderful they are! Your level of proficiency is not significant. Can you read, follow instructions and complete some basic tasks? Then you can prepare a five-star recipe?

Yet, how often have you, with diligence, followed the recipe with precision to find that 5-star rated instructions are only a 3 for you?

Do we ever step back and ask ourselves, to what extent are we following the stated instructions? The same ingredients. The same steps. What could go wrong? Was our medium onion their medium onion, and what is a pinch? Even if we move past the essential ingredients, what about the tools we use? The pan, the oven, the heat calibration, and even room temperature. Undoubtedly, a dish prepared in the Antarctic will be different from that prepared at the equator.

We assume it should be a five with no insight into where and who the original chefs are. Even more so, do we ever ask who rated these dishes? Are they aligned with our tastes and level of proficiency or gastronomic vigor?

Today we can pull so many ideas off the internet in a minute. While some things may have worked for others, do we have any semblance that the same will apply to us? Far too many variables are at play for us to expect the same outcomes. Investigate, review, dig deeper, learn and improvise if needed. The recipe is yours alone; make it that. Buon appetito!

The advice we hear

Jul 2, 2022

Have we not all been in situations where we hear some guidance from a stranger or a published author and feel it resonates with us immediately and considers the input with earnestness? Then, you share it with someone close to you who responds, ‘that is precisely what I have been saying to you.’

Why is it that we will hear the reasoning and rationale of strangers, yet those words from those who know us best and likely care for us most go by unheeded?

We may need to listen to those close to us more since their input is likely the best-intentioned. Rather than being dismissive, be considerate and thankful.

Be honest

Jul 1, 2022

You can tell others something that you want them to believe, some may and others not, due to what they know of you or do not know. Those who choose to believe in you likely want to trust you. Those who do not are waiting for you to prove yourself or may not care at all.

When we are not truthful, we consistently make a fool of one person: ourselves. You may think you are not. Or you may even feel like crap and that it’s not worth it. Do you live a lie for what gain?

Give it a break. How do you invest in other capacities if you do not invest emotionally? Fight it, denounce the truth, and to what gain?

Can we be honest? Can we feel aligned? Do all elements of our life align and grow together? If not, you are not aligned. Embrace what you know and feel. Be honest to yourself and others, and you will prosper.

Pay attention to geometry

Jun 30, 2022

If you think of basic dimensional shapes like the square or triangle, we all appreciate that the shape is made up of different angles. While with a square or an equilateral triangle, the sides are of equal length it may seem to differ depending on from which angle one is standing or looking at the shape.

If you are standing at the side of the road and someone is facing you on the opposite side of the road, you will both observe the same traffic, at the same speed, at the same time. Yet with one significant difference: the traffic coming from your left will be traveling to your right, but for the other person, that same traffic is coming from their right and traveling to their left. If we filmed this and shared it with a third person, what would they see? Two identical events from vastly different perspectives.

Daily, we encounter experiences where our perspective will vary depending on the geometric angle from which we view or experience it. Far too much of what we encounter as conflict or disagreement is in fact simple geometry. If we can go back to geometry class, we may appreciate that emotion is not relevant and merely contributes to distorting our viewpoint.

Part of the metaverse

Jun 29, 2022

Billions of users consume various forms of the metaverse. The number is 4.6 billion globally, consuming, on average, two and a half hours daily.

Every moment we say yes to social media, we, in turn, say no to something else. The question to ask is ‘for what benefit?’ What do we indeed gain from it? The answer will vary from person to person.

In the US, 82% of the population use social media, but only a quarter trust the information on various platforms. In comparison, fewer people (less than twenty percent) exercise regularly. Did we say the average person spends 17.5 hours weekly on social media?

This is a matter of choices and prioritization. You will exist if you do not choose the metaverse. So the question is: what would we lose if we are not a part of it, or what may we gain if we say no to it? Each to their own, and who will know unless you try?

Bird’s eye view

Jun 28, 2022

When we look to see clearly, we tend to want to focus, narrow our attention and bring it all to a central point. So we may see one element well, but we lose so much more.

Not until the latter part of the twentieth century did we gain a complete sense of the earth as a planet. Only when we could take a broad aerial view did we understand how various elements fit together and the coexistence of parts.

When we want to understand or appreciate something, while the focus may seem necessary, we can only truly begin to see it entirely when we step away and consider the subject from many points of view. It is not only what we see but also what we feel, believe, and think. Without a broader perspective, we lose so much and fail to appreciate it as it truly is.

There is a good reason why eagles soar when seeking prey. Similarly, if we want clarity and focus, stepping back and taking it all in is our advantage.

Imagined time

Jun 27, 2022

The tree you plant looks so insignificant in the landscape that you question why you ever planted it in the first place. But then, in a few years, it overshadows the whole area.

Similar to that much-needed vacation. It seems so far away at first, but then it arrives, you experience it, and soon enough, you have a desire for the next one.

Or, the new skill you are learning seems fraught with complexity and nuances at first, causing some reflection, but soon enough, you are teaching others.

When you begin a new venture, position, or career, you will contemplate the merits when things start slow and then later look back and wonder where the doubt came from.

When we look ahead, we inevitably question how long something may take and feel that it is almost impossible, only to get to the point of achieving or beginning to see significant change. In the end, it all seems like it was only yesterday you were questioning yourself.

Time appears so far away when we look ahead, and then when it happens, our doubts never seem to be that long ago. If we appreciate this concept, we may take on more that appears scary or impossible since the factor of time is not an inhibitor but will, in turn, be an ally.

Diet matters

Jun 26, 2022

Burgers, chips, candy and pizza all day every day is a diet we should avoid. If we did not, the possibility of indigestion, constipation, fatigue and irritability would be high. A more balanced diet with some protein and likely fresh fruit and vegetables is the one that will get you going with energy, positivity and physical balance.

What we feed our brains matters too. The walk in nature, dangling a foot in the stream, as well as the content we consume, are all a part of our daily diet. Making deliberate choices filled with natural energizing stimuli will be repaid with innovative and positive outputs.

Fragmenting cultures

Jun 25, 2022

Culture embodies a set of rules and dynamics created between relationships, teams, and communities that ultimately become the practices and norms expected, accepted, and tolerated within the grouping. Strong cultures thrive on centering towards the core or center. Those that focus on extremes and the boundaries exhibit conflict and strife. Individuals choose to be a part of the dynamic and, in so doing, adopt and adapt to the fundamentals.

What happens when a few, often in positions of power and authority, begin to dictate their personal beliefs to the group. In time, it creates dissent, fragmentation, and ultimately separation.

Within teams and organizations, the outcome is separation and sometimes the formation of competition. What with communities and nations? Fragmentation occurs, and when tolerance no longer exists as a cultural norm, we can expect dissent and separation. For a few, it may be a change in just one rule. For others, it is fundamental.

Release creative juices

Jun 24, 2022

The human system – the physical, physiological and mental – is complex and fascinating. Yet, to think of the millions of hours spent researching the body and mind, we still do not have many answers.

There is much we assume, and often incorrectly. Possibly it is that we are accustomed to a sense of on-command and instant gratification that we believe we can will ourselves to do almost anything instantaneously. We may have success in completing mundane tasks, both physical and mental, yet it’s the creative ones we can struggle with.

Not to be confused with deliberately working at something, the process of creativity requires us to be in a state receptive to thoughts and ideas outside of our everyday thinking. John Cleese, the British comedian, referred to the state of the open and closed mind. We operate primarily in the closed mind state; this is what we use in the tasks we do each day. In this state, we are intentional.

To attain a creative state, we need to achieve an open mindset. It calls on us to be playful and to place ourselves in unfamiliar settings where we can allow ourselves to explore. New relationships will bring many creative endeavors thanks to us permitting ourselves to discover and be receptive to new thoughts.

Most modern-day cultures, including the work environment, stifle creativity. We get up and typically work 9 to 5 at the same desk. We expect to take the eight-hour shift and leave the day feeling drained. Routine is cherished but does not create innovation and instead fosters mediocrity.

The risk we often fall into is getting stuck in a closed loop—the one where we react to circumstances and situations, and we almost begin to thrive on this. Yet, none of this truly allows for any creativity.

We need to be deliberate in making the time to be creative. Do something completely different: take a walk, read a book, garden, or just sit and take in the surroundings with intention. Or, as we call it – relax. You may be surprised where the mind takes you as it opens, and the likelihood of you feeling refreshed, inspired, and invigorated is relatively high. We can all be creative; we may just be doing it wrong.

Needs and boundaries

Jun 23, 2022

Most individuals have a sense of what they need and their limits.

We can describe what we find acceptable behavior and what is well out of our comfort zone.

We know what makes us feel good and how we want to be treated.

We can even go as far as to state what our expectations are from others.

Do we acknowledge the needs and boundaries of others, and what do they need of you?

Sometimes we must consider how experiences may be different if we dedicate sufficient time to view the needs and limitations of others relative to what we believe and expect for ourselves.

Yes, at what cost

Jun 22, 2022

‘Yes’ implies you have said no to something else. What do we give up in return for each opportunity that we say yes to? The proverbial yes person rarely, if ever, comes out on top. The abundance one takes on merely suggests that you will fail or be less than optimal in other areas.

Yet it is not solely about dilution, but instead that, yes, is an opportunity cost. When we take on something new, we are, in turn, prioritizing that over something else. The Sunday afternoon working may require you to sacrifice time with your family and bonding with your children. The new project you take on infers that you turn down or neglect other priorities. ‘Yes’ does not operate in isolation.

Before we are quick to say yes to what may seem positive or appropriate, question ‘at what expense?’ You may find that ‘no’ is far more appropriate.

Horse at water

Jun 21, 2022

You can lead a horse to water, but you cannot make it drink. The idiom is relevant in many facets. Individuals will talk about wanting to change and or make a difference, so they seek guidance and plan how to get there, and then often find failure.

Very simply, it comes down to execution. You want to complete a marathon and realize it will require consistent and deliberate training. You will not and cannot run the 26 miles from day one, yet a slow, deliberate build-up in activity will get you through. Every few days or week, you push yourself further. You build competence, and with that comes the confidence to do more. You feel great. Your coach or trainer can only give you the tools and support, but you are the one who is running. You could have the best Olympic coaches in your camp, but if you choose not to execute correctly, you will still miss the mark.

The notion applies to our behaviors. There is little that cannot change if we set our minds to it. Slow and deliberate. Like leading the horse, force will produce an adverse reaction, while slow patience may likely win the day.

Honor freedom

Jun 20, 2022

Freedom. We assume it, expect it, and even take it for granted. Not until it’s taken from us or we lose it can we begin to appreciate freedom. Recall when someone took something you believed was yours away from you. Your lunch break, free access to the lounge, non-dairy ‘milk’ options. Minor to some, but significant to you. Amplify that to elements that shape your life.

As individuals, we are all deserving of the same fundamental birthrights. So why are our rights often at the discretion of a few and judged and awarded based on affiliation and acceptance?

In the US, on Juneteenth, we celebrate the final emancipation of the enslaved. Yet, while we have removed physical shackles, dismantling other injustices is still slow-moving, manipulated, and requires dedicated attention and encouragement.

What systems that we have today will future generations look back on and question how we could ever put these systems in place and accept them?

I’m fine

Jun 19, 2022

But maybe you’re not.’ I’m fine…and other lies’, the title of the novel by Whitney Cummings, among many books with a similar title, suggests otherwise.

‘I’m fine.’ A typical response to ‘how are you?’ One that shares very little. Or maybe nothing at all. Possibly there is a lot more in that single word.

Could it be an expression of malaise and discontent, but as of right now, I am managing to hold it together? Possibly one that reflects disinterest in this particular discussion and, frankly, no desire to be exchanging words of significance. And it may just be that there is nothing to report, and all is just unspectacularly normal.

“I’m fine.” It may just be that you are not, and I am sure we don’t have the time or this is not the place to get into it. But you asked.

To which I may offer ‘So tell me what fine feels like.’

Motivate others

Jun 18, 2022

Can you motivate people? You can inspire them and give them reasons to be optimistic, but do they not need to be motivated?

Allow others to find their motivation. If it does not meet your requirements, is it your concern? And why? You make your own decision and allow them to be who they choose. Then, you can decide to dedicate your time to motivate yourself further.

Their choice to be motivated or not is theirs, as is yours.

People pleasers

Jun 17, 2022

You know of individuals who are people pleasers. You may even be one. The individual is always there to assist or even bail out the ‘cooler’ or authoritative figure. Like Mike McDermott (played by Matt Damon in Rounder’s), where life will always present the Worm in some form, the people pleaser fills a role.

Yet, it is often the people’s pleasers who consistently disappoint one person – themselves. When we are too preoccupied with satisfying others, we fulfill no one, especially ourselves. So, why is it that we consistently disappoint ourselves? And we do. Yet, for others, we go the extra distance to satisfy.

While pleasing and caring for others is a virtue to be admired, can we care for others when we are not cared for? How does your saddened heart recover because you please someone else? Who benefits when you prevail with a job with little enrichment or potential? Yet, you have justified it to date. Then there is new work, and you take on the additional load when your plate is full. You cannot say no, so you say yes. Yet why? Because no one else can take on the work, or is this a noble virtue that you sustain.

Instead of being the people pleaser, check to see if the main person – you- has been taken care of. Put your life jacket on before helping others since you will be of little use to them if you drown first.

Solving puzzles

Jun 16, 2022

Some individuals include puzzles as a feature of their daily routine. It may be crossword, Sudoku, Wordle, or jigsaw puzzles. No matter what the exact dilemma is, the task of solving and providing the brain with mental gymnastics is a feature of their day.

Then others may say, ‘I just don’t get why people like puzzles. It is frustrating and worse off is when you are almost done but cannot complete it.’ There is no doubt that there’s immense pleasure in solving a puzzle, yet the absolute satisfaction is from making progress. It is not the end that makes it worth the while, but instead the process.

Every day we are solving puzzles in life. It may be in relationships we’re navigating or understanding how to approach difficult situations and discussions. It may be planning an event, initiative, or even a road trip. Solving a problem is, in many ways, the process of doing a puzzle. We have the pieces. How do they combine for us to attain the complete solution?

Rather than looking at the puzzle as a problem, look at it as an opportunity for you to create or recreate an ideal. The ability for you to structure various elements to achieve the desired outcome is an achievement and one that we all strive to master every day. We may as well take pleasure from it since it is what we do.

Deficiency in news

Jun 15, 2022

So much of what we consume is what the media chooses to share as news or what others share as news via social media. The adage that little good news is primarily accurate when we reflect on what we consume. Adversity, peril, discontent, malice, and friction are the order of the day. Sensationalism prevails.

With that view, we miss so much. So few of us will ever know or understand the abundance of Ukraine, Syria, or the Congo, before the conflict and now have a tarnished view of these countries. With that, we miss so much in the world around us.

If we look beyond what others choose to share, we may find joy, upliftment, and our educated perspective, and one far more enlightened. Therefore, it bodes well for us to choose our sources carefully and seek broader and more diverse views.

NPS

Jun 14, 2022

The proverbial NPS, or Net Promoter Score, is a veritable mark of the excellence of an organization’s service and a measure of customer or employee satisfaction. In other words, it begs the question what the likelihood someone will recommend the organization, product, or service to another is?

NPS forces us to consider the lasting impression we, as a company, leave. It is not the initial impression that matters most, but it’s the one that is carried forward and recalled.

With most humans, how we leave the interaction is what remains front of mind. For example, the cruise was a disaster, but the company offered you another at their expense as an apology. The flight was delayed due to mechanical issues, yet the carrier offered no apology or compensation for the hours you sat in the waiting area, which led to a missed connection. On the other end, the airline was profusely apologetic for no fault of their own and looked to ease your inconvenience. Who will you be inclined to recall and promote?

No matter the size of your market or the clients you serve, the richness of the lasting impression is unforgettable. It takes little effort, and even where there may be an immediate cost to you, can you afford the opportunity cost of not gaining an “extremely likely” on your net promoter score?. What matters most to your organization, and are we committed to providing.

Water creep

Jun 13, 2022

Stepping into a river, the water laps against the leg of your pants. While it may only be an inch deep, it begins to creep up. The longer you remain in the water, the more it rises, regardless of the shallowness within which you stand.

Similarly, when in a position that we did not plan for, we may be able to endure it for a short while with little negative impact. However, as we allow ourselves to remain in this position, we realize it does not fit us, and we best move on.

Cherish the bittersweet

Jun 12, 2022

For many, this is the chocolate of choice, the rich dark bitterness infused with sweet notes. Yet, it is not the preferred choice for two-thirds of people in the USA while preferred in other countries. For many, the joy of the bitterness accentuates the sweetness and enables one to savor it more, while bitterness is something to be appreciated for what it is as well.

Like chocolate, cultures differ in their opinions on dealing with sadness and grief. Many ancient cultures embrace it extensively and believe that we must be aware of death and embrace it. It is only when we do so that we get to appreciate life. However, this extends to our everyday experiences. When we ignore the pain and hurt in a desire only to feel pleasure, we hold ourselves back from experiencing pure joy and the happiness we desire.

In relationships, we will inevitably feel pain at some point, even if that may only be at death. Yet, the disappointment and hurt are what enable us to appreciate the joy. We listen to love songs with an element of pain, and with that, we recall with fondness the love we shared – a small fact, people, on average, listen to sad love songs 50% more than happy love songs.

With work, we are so intent on success and constant growth, yet we know the failure that makes us understand how we must improve and what we can do differently to attain success. Failure provides us with a stimulus to achieve.

It is only since the early twentieth century that we have been less comfortable with physical death. Before then, when people died, their bodies were prepared for burial, and their lives were celebrated at home. Since then, we have outsourced this function, and the celebrations tempered. Death in many religions is seen as an opportunity for one’s soul to find bliss and eternal peace finally.

When sorrow, disappointment, and failure confront us, lean into them and reflect on them. Within this process, we will find the path to the joy we seek. We should take our time with the bitterness, not rush the process, and instead be deliberate with how we mourn the death and celebrate life.

The world with open eyes

Jun 11, 2022

How blind can we not be to see? Eyes open but minds shut brings little richness in experience. With that, we do not grow.

The scene you often see that you quickly dismiss or process as familiar may not be the exact scene you are acquainted with. What is it we are not noticing? What potential do we deny of ourselves?

See with open eyes to gain new fulfillment, even if it questions staid values and perceptions. With that alone, you will continue to feel invigorated.

Building chains

Jun 10, 2022

The chain comprises multiple links that come together and connect perfectly. Only when they are all connected is it whole, and disconnecting just one link will make the entire chain ineffective.

The principle of building or breaking habits and behaviors is the same. It is one link at a time. For example, it is a day of refraining from being angry or upset with others, exercising, or possibly staying sober. If we start with one day and mark it as such, soon we will have two, three, and before we realize it, a month plus. Yet, it starts with the first. Once we start, we find all too well that it becomes easier to do, and ultimately it now becomes our new habit or behavior with little second thought. Do not fret when the pattern breaks since you can fix it, similar to the chain.

What chain do you seek to build? Start today and mark it on a calendar. Then, watch as the calendar begins to fill up. You will want the streak to continue, and not breaking it will become a priority.

Determination and sacrifice

Jun 9, 2022

When searching for a solution that will bring success, there is little more we need to look for other than determination and sacrifice. Indeed, we can likely attain most elements for success within our capabilities. A realistic perspective is necessary versus those that are merely whimsical and pure fantasy. No, you cannot be a unicorn, nor can you fly. If you choose to, you can learn to fly, and you can own a car with white horses and goats with horns.

We often set goals for ourselves and desire to attain them without considering the effort or extent to which this is a priority. Climbing Everest may be something you would like to do, but are you prepared to put in the effort to attain it?

Nicholas McCarthy was someone that many believed would not be able to achieve his dream of being a concert pianist. While Nicholas was determined and had the desire, he was also one-handed. Regardless, at age 14 he began to play the piano, and with the support of a teacher, he ultimately graduated from the Royal College of Music in London as the only one-armed pianist graduate in its 130-year history. He has since performed worldwide in the best auditoriums and before stadiums of people.

No one said it would be easy, and to get there we will need to make many sacrifices. Athletes who wish to compete at the highest levels cannot expect to party and eat unhealthily. The perfect relationship, attaining Cum Laude, and building an ideal career, will all require sacrifice.

There is nothing you cannot achieve. The questions you should ask yourself are ‘Do I truly want this?’ and ‘am I prepared to make the sacrifices?’ If you answer no, don’t even begin to waste your time. If yes, then nothing can stop you other than yourself.

Nicholas McCarthy performing

Carrying the load

Jun 8, 2022

Every person has their limitations concerning the weight one can lift or carry bags, and there comes the point that there is no more one can bear. One can build resilience and capacity as you take on more, yet limits will prevail.

While we can agree on the physical limitations, how often do we ignore our mental and emotional boundaries? The person who takes on more work to add to their load and bear the trouble of others. It adds up fast, and we seem to ignore the weight that it adds to us. With the physical limitations, we feel the consequences immediately, yet our mental threshold does not snap instantly, forcing us to stop. Instead, it increases slowly, and when we finally do break, it has more significant adverse consequences, and the recovery may be longer.

In all facets of our lives, one can only carry so much load and no more. We have limits. Say no to be strong, and be assertive with your no.

Thrive on chaos?

Jun 7, 2022

The ability to get work done when it suddenly piles on and there is an abundance of work requiring completion and little time. It feels frantic, rushed, and out of control. Some organizations wear this as a badge of honor and a rite of passage for employees. For new ones, it is an initiation, and for older ones, it is pride. Welcome to the madness: Overtime, weekends, and late nights.

There may be a surge of adrenaline with the challenge and excitement at times. However, this wears thin relatively fast and is not sustainable. Something or someone will fail in time. So, the risk is less than stellar outcomes and a worn-down workforce.

If you hold a glass of water in your hand for a few minutes, it is not an issue. However, if you hold onto that glass for a few hours or the day, it becomes heavy and difficult to maintain—the fatigue sets in, mental and physical. The same principle applies to frenzied environments.

Chaos will bring chaotic results. Employee dissatisfaction, turnover, and likely inordinate overtime wages. With thoughtful planning and deliberate management of flow, one can avoid this. Yes, even the customer with last-minute demands will change their ways if we are insistent on creating sustainable and stable environments.

Choose. Do you want the frenetic madness and thrill of chaos, or do you want to thrive since the two do not coexist?

Ignor (…)

Jun 6, 2022

Not a new Viking god, but the root of the two words: ignore and ignorance. Words with diverse meanings and intents.

We ‘ignore’ because it’s a choice. We alone are responsible and, in effect, set a tone of disengagement. Yet when we do ignore out of spite, coercion or discord, are we a beneficiary?

When we are ignorant, we are somewhat oblivious. That, too, has its misgivings. However, ignorance due to obliviousness is a guide to development, while that carelessness is one of demise in character.

We can ignore or be ignorant, yet both have implications for the person we choose to be.

Unpredictability

Jun 5, 2022

We enjoy familiarity and gain comfort from certainty and predictability. When we feel we know the outcomes or how events may unfold, we are at ease. When we know how others may behave, react and perform, we have a sense of control, over both ourselves as well as others.

While comforting, with predictability and certainty comes sameness and stagnation. There is good reason to be unpredictable. Surprise yourself and keep others alive by keeping them on their toes. Have fun with unpredictability as it will have with you.

Living the dream

Jun 4, 2022

We breathe and exist each day. We begrudgingly rise to tackle the day and what it may offer at times. But, instead, we enter the vortex of our lives and get sucked into a routine, one often dictated by others, to then, with little anticipation for tomorrow, rest to allow it to begin all again the following day. Is this living or existing?

Why would we do this? With limited time available, should we not be pursuing our dreams? No one ever comes to someone and says, ‘I know you have a dream; let me make it happen.’ Not even Disney would come up with that storyline. We should dream and permit ourselves to go after them and feel alive each day and be invigorated to do more. You will know when you are on track when you regret the limited hours in a day and are excited to continue on your quest the very next day.

Life may be filled with regrets, of which the greatest may be the unfulfilled promises that we made to ourselves. If we shoot for the moon and miss, we will likely still land among the stars. It is your remarkable life. Why not go after it?

Will Smith

Jun 3, 2022

The latest rendition of the Oscars was over two months ago. Few will remember the people who won any awards outside the top five categories. Yet, all the chatter is still on the incident that stole the show.

The media attention, the social media, and subsequent discussion have made it even more controversial than many significant social issues: you choose affordable housing, mental health, gun control, discrimination, and climate change.

Do you have an opinion of the incident? Likely. The question is: Why do we continue to give so much attention and time to a matter that has no bearing on us? Why care and pontificate?

Our opinions matter, and we can be agents of change, but not until we dedicate time and energy to what truly matters.

In love at work

Jun 2, 2022

We are in a new era of employment opportunities and expectations. The great resignation is merely the result of years of pent-up frustration culminating in this change because individuals had the chance to reflect and, because of an event, the pandemic, was offered the opportunity to make a change.

Research has shown that the shifts are not uniform or ubiquitous but instead reflect distinct patterns of why people are leaving their jobs. While companies attempt to be creative to stunt the change, they continue to miss the real motivation for change in many instances. People are unhappy and do not love what they are doing.

Like any relationship, when you are in love and have a sense of excitement and exhilaration, you do not avoid encountering the other person but gravitate towards them because you feel fantastic. What employees are missing is that direct connection that allows them to love their work. When we are in love with our work, the same chemical cocktail is released and creates this overwhelming sense of belonging and wanting.

Creating a love connection for employees and retaining these employees is a direct relationship. It begins with understanding the individual versus one size fits all. Each relationship will be unique, and linking a person with the elements of work they love is necessary. Like love, one is not expecting that this should be a state that exists for every activity. Still, it should be sufficient enough that the individual can enjoy the feeling sufficiently and appreciate that even the less enjoyable elements are worth the highs.

Seeing the connection between the work and what the employee loves is the leader’s task. Making the connection as cupid may. Helping individuals find that love helps instill trust with the leaders, further cementing the relationship with the work.

For decades now, we have adopted a customer-centric view of what we do to attain success, whereas what we may want to focus on is a human-centric one. This requires us to elevate the importance of employee satisfaction and find a balance between the employee being satisfied while wanting to drive work to meet customer expectations. To keep customers happy, we need happy employees to deliver. This is a fundamental interdependence that exists and is nurtured.

Creating the human-centered approach requires an organization to demonstrate to employees that they are valued from day one. We know with love, at first sight, it will likely be easier to establish and grow this love. The same applies to work. Why not start with the onboarding process to identify what will make the new employee happy and their expectations of growth. If we only knew upfront what it would take to make someone happy in love, we may have tremendous success in relationships. Then, develop a plan for each employee. Invest in their growth and focus on training and education. They may not even know it, but they will appreciate you showing they are valued.

It is necessary to make it personal and, to do so, avoid cookie-cutter standardization for all. Creating stronger teams also increases a sense of belonging and attachment for employees. The significance here is to accentuate how the individual contributes to the team’s success.

Essential from the start is creating trust with the leader. We must make the employee feel valued and deliberately guide, support and help them grow. For the confidence to develop, the employee needs to see the leader’s direct link with their development and love of work. As trust develops in a relationship, the bond between two people grows. Similarly, confidence in the leader helps cement the connection and passion for work.

The solution to developing the trust is a simple weekly check-in centered around the employee. While you will inevitably discuss tasks and essential elements of the job, the focus should be on the employee. A simple process each week will cement the relationship. The four questions should include: “What were your successes this past week?’, ‘what challenges did you experience?’, ‘How can I help you?’ and what do you need more of to continue to grow?’. You, as a leader, may think this is monotonous. However, it provides security, reliability, and great comfort in showing attention to the employee.

With that, love will grow, workers will be content, and organizations will attain stability among employees and prosper. But, like a relationship, how can it grow and flourish when there is little love. After all, people leave relationships because of personal dynamics, and for that same reason leave jobs because of people.

Energy aura

Jun 1, 2022

You have no doubt walked into a room and immediately felt a level of energy permeate. There may be a buzz like organized bees readily moving about with their tasks. Sometimes you will hear chatter, and there may be occasions when you feel you have walked into a morgue where there is silence, heads bowed, and little reaction. Even the faces may shed some insight: the smile or glint in the eye compared to a solemn glance of ‘get me out of here.

Similar to how people have energy levels, so do teams and organizations. A losing team will look disheartened and gloomy, and it will be reflected in their entire performance, while a few months prior, they may have been exuberant with the energy of dragon slayers.

This energy is fundamental. It exists in the workplace and at home. We create that energy, and to understand the root of the power in a ‘place,’ look no further than the leaders of the group or family. A leader who is hostile, tense, demanding, and ‘all business’ will create an environment where fear and apprehension are imminent. On the other hand, the parent who adopts the approach of ‘stuff happens’ and contains issues related to the event itself will create a home where individuals flourish, express themselves freely, and are willing to take risks.

It is not only the leader that generates the energy. The moody colleague or partner creates power others will choose to avoid, or worse, compel others to believe they need to behave similarly since it is unfathomable that someone can be the only grumpy one.

Our energy field is natural. It exists and may alter somewhat each day. Happy people are happy and energetic most of the time. If we are intentional about our energy sources at the start of each day – what we read, eat, listen to, and even do – we will see a correlation with how we feel from the beginning. Are we exposing ourselves to the news or social media, where looking at the photos of someone else’s wonderful life makes you think yours pales in comparison? Or do we invest in material that inspires and urges us on?

Energy is real. We generate it, and that energy is transmitted. A simple habit of being intentional in our thoughts, expressing gratitude, and projecting favorably on the day will set a more positive outlook. With that, the energy you emit will become more positive. Your dynamism is you alone, and you can reach others optimistically if you choose.

Clairvoyance

May 31, 2022

It is the supposed ability to perceive or predict the future. While it may be a hoax in some ways, it is not at all in others. We are all, to some extent, gifted with the ability to predict the future.

What we choose to imagine and manifest will likely be what we experience. If we expect failure and disappointment, we will surround ourselves with it. On the other hand, if we select success and happiness, we will find that so much that we do brings us joy and prosperity.

Where do you choose to apply your mystical powers?

The Greatest Generation

May 30, 2022

The US holiday to commemorate those who served and lost their lives fighting for our freedom. We, as a free nation, have much to be thankful for—the bravery of men and women who put themselves at risk for the country’s future

We have prospered tremendously, and likely the most significant in the past century is WWII. So much so that we call them the Greatest Generation. So they are.

How quickly we have forgotten the generation who sacrificed all for future generations. While we should remember those who lost their lives, let’s remember and thank those who live today. A simple gesture of a conversation, asking the simple questions of ‘what was it like for you’ and ‘how did you feel.’ From there, a simple thank you. We can permit the Greatest Generation not to become the forgotten generation. They were there for us. Let’s be sure we are there for them and celebrate their courage and selflessness.

The truth is the way forward

May 29, 2022

There is fear associated with truth. We anticipate the worst with feedback, and few people, if any, enjoy being told that they’re doing something wrong or that what they are doing is unacceptable. Like staff or customer feedback, we want to hear their perspectives but prefer it to be what we want or at least hope to hear, rather than a dig at how we perform.

The truth, though, does not lie. The truth is the reality. If we were closed to open feedback, how would we know where we can improve? Unless our arrogance is off the charts to the extent that we do not need input from others. In which case, we may find ourselves with a rather lonely existence and one devoid of staff, customers, friends, and even family; we must listen to the feedback that others offer us.

It is not the truth that we find painful but rather how we manifest the information and allow it to dwell and fester in our minds. If we listen to the facts and assess them and find where we may have uncertainty, and request clarity, we will appreciate the truth as the guide to our path forward. If we can accept the genuineness, we can use it to grow rather than feel insulted or a lesser person. Consider it the boost to being a better you, person, team, or organization. The truth does not lie.

Our voices

May 28, 2022

There are moments when we are actual bystanders and can only watch. Sometimes we are mistaken when we believe we do not have a role to play and that we cannot make a difference. This would be one of those times when we should question our values and conviction and ask ourselves who are we, and what is our role in nurturing the ideals of humanity and humankind?

We are integral—every voice matters, including yours.

An excerpt from BBC News.
Steve Kerr, the head coach for the NBA’s Golden State Warriors, a team based in San Francisco, refused to talk about basketball during a news conference and instead delivered an emotional speech condemning gun violence in the United States.

On Tuesday, 19 young children and two adults died in a shooting in south Texas after a gunman opened fire at Robb Elementary school in the city of Uvalde.

Steve Kerr, said “basketball questions don’t matter” before talking about recent shootings in the US and asking when something would be done.

If you vote, you have a voice. If you call the United States your home, you have a voice. If you are on social media you have a voice. Use it for our children. Sitting back and saying this is a mental health problem is such bullshit and a feeble excuse for incompetence and ineptitude. So why is it that our politicians are not rushing to effect change? Power, status, money. Definitely not values, children, freedom for all.

Share the interview and be annoyed with apathy.

Steve Kerr interview

Looking down

May 27, 2022

It is within all of us that we look beyond what we have to assess where we are, how successful we are, what we need or want, and where we’ll get to. While it is perfectly acceptable and reasonable to aspire and be ambitious, we know that it can become the proverbial stepping on the hamster wheel when we are constantly looking at what we do not have. The wheel never stops turning.

The ideal is appreciating what we have and focusing on that. However, even if we focus on our riches, we will inevitably look beyond them. If we look beyond what we have, we can choose to look up or down. Looking up, we are constantly aware of what we do not have. On the other hand, what others have more of – material means and supposed emotional wealth – inevitably builds a sense of failure and disappointment. Yes, it may provide some inspiration, but it can be disheartening.

Let’s look down. If we look at what we have and others don’t, we quickly realize our wealth and have a greater appreciation. We may feel a sense of gratitude and achievement for what we have done and what we take for granted. Plus, we know that looking up too long is a pain in the neck.

What will it take?

May 26, 2022

Another deadly shooting at a school in the United States. Again-the senseless, horrific killing of young children in a place that should be a safe sanctuary. It is not new, and sadly it has become a regular occurrence.

The outpouring of emotions from families and fellow students who survived and will endure immense irreversible trauma, is heart-wrenching. In support, there is a rush of messages from well-meaning politicians and leaders condoning the shootings and offering their thoughts and prayers.

‘Thoughts and prayers.’ As fantastic as they may appear, how does that change anything? What will it take for those same leaders of topical organizations and politicians to act? To eradicate needless gun violence once and for all? Yes, parents and teachers are outraged at the tragedy. They believe not enough is being done. And they are correct. Nothing of substance or actual value is done after these regular tragedies except thought.

Approximately a third of households in the US own a gun, with over fifty percent claiming it is for personal protection. Where is the politician who says that their campaign will ride on the radical change of gun laws? With over fifty percent of Americans wanting stricter gun laws, is that not enough support? Yet, those politicians do not take that stance for fear of reprisal from opposing factions. Would that change if their children were in those classrooms?

Do we not have an obligation to do what is right for our children? For all of our children. Today it may be someone else, but like most elements that gain momentum, it is only a matter of time until it impacts someone close to us. What will it take for leaders to be … leaders?

No reset button

May 25, 2022

We need to move on from wanting to re-establish the status quo of the past. We will not be returning in February 2020. But, like the changes we experienced in early 2000 and the mortgage bust in 2008, certain realities will not return.

Why would we try to hold onto what has since passed? Hybrid or remote work is a reality, employees have options, and individuals want to be happy.

Accept, appreciate, redefine and move forward. If you choose not to, you may be left behind or lose out. It is not a reset but instead a move forward button.

Cheerleaders

May 24, 2022

The word likely conjures up images of enthusiasm, energy and encouragement. We all need them. Those people around us who inspire us to do better, to strive for more, and who will continue to believe in us. Regardless of failure, the people who are there for us are always waiting with enthusiasm. And no pompoms are required.

As a child, consider when you felt encouraged and supported as you attempted to ride a bike for the first time. How did that make you feel? You fell off, yet the support did not wain until you were happily freewheeling away. That feeling is the same you had learning to swim, cook a meal, tie your laces, or any activity you have since mastered.

We may be a little older, but the principle remains the same. A little cheer helps tremendously and is infectious. When we start to help others, we find more support for ourselves, and others seem to help one another more. Regardless of the results you initially attain, the environment you create is one where people will try, fail and likely try again until success. All that is needed is a little cheer and we discover that positivity is contagious.

Say more with less

May 23, 2022

Beauty is in brevity.

If we want to be understood, we need to look to be understood not only with what we say but with what we do.

To say less and be understood through actions will be clearly remembered. And for longer.

Right now, is perfect

May 22, 2022

You pursue a dream, and it all appears to fit into place. You have what you want. You made a choice, and for you, it is the ideal opportunity at the moment.

You change or move only to have some elements altered. It may be people, circumstances, or situations. There are always many factors that play into your reality, and now it seems less than perfect.

In all likelihood, much of this new status centers on the old. Some factors may have altered, which may be significant, but much has likely stayed the same. Again, look at the people, place, situation, benefits, and circumstances, and many are likely to be entirely intact.

Just as you are aging and changing, so do circumstances. You would likely not want precisely the ideal as it was then. The model is what you have right now. What you do with it is your choice alone. While all else is changing, are you sufficiently too?

Too far or lost?

May 21, 2022

Most of us enjoy and partake in some indulgence that may bring us some cheer. It may be good food, a luxury spa, a cocktail, or the company of pleasure.

You have earned it, so you should enjoy it, on occasion. However, when we overdo it to the point that it becomes habitual, we may choose to question it.

We should enjoy all of these pleasures, yet when you feel guilt and regret for indulging, you know best that it has gone too far.

When we exist for pleasure and leisure, is it that we do not have a purpose?

Mindful roundabouts

May 20, 2022

Driving around the United Kingdom, you will encounter the road phenomenon of roundabouts. If you are not familiar with this, it is a circle at the center of crossroads, where you yield, and if there are no oncoming cars from the right of you (yes, they drive on the left), you enter the circle and exit at the point of your choice. This is not the occasional roundabout found in the United States, but rather a multitude of them located at almost every main intersection outside the city center.

The beauty of this is that traffic flows. There is no need to sit at a light and wait, and it is all relatively orderly. It is very proper and works with effect since 1956 with the construction of the first ‘yield at entry’ roundabout. Upon the initial encounter, you may think, ok, this is interesting, and two minutes later, and seven roundabouts later, you are at this is all a little much. Give it time, and you become relatively comfortable and appreciative of the traffic flow.

Let’s add roundabouts in our loves beyond on the roads. Instead of abrupt stops, a mere pause will suffice when entering new relationships to take stock of any potential dangers. Roundabouts give us a break to reflect, and permit us to introduce ingenuity in our thinking. The brilliance is that you enter in one area, and then you can choose to exit at a different point, with caution, or even if uncertain, one could go full circle. Think of projects and initiatives—a similar concept. We don’t have to be abrupt yet; instead, take a less harsh breather and move on.

Like many things that we come to appreciate in our daily rituals, don’t knock something until you try it.

Assholes, step aside

May 19, 2022

There is much talk about the great resignation and employees leaving organizations because the market is rewarding individuals for doing less; hence they do not want to work as much, and remote work is preferred. Or, there may just be many alternate options available. The last element may be correct, yet there is an overriding reason why people leave organizations. It is not consistent across industries, and data show there is a surefire way to retain your staff.

Today individuals usually have employment options, and workers have more opportunities to pursue. Yet, one factor consistently is why people are leaving, and it is all about the leaders.

With a robust job market, individuals are looking for opportunities that inspire them, work where they can develop and grow, are given opportunities, and are valued by their leaders.

If your organization is losing people, it may be best to ask why individuals leave. Before offering an external factor as the reason, ask yourself why it is your organization they are moving away from and what you are doing differently to retain them. If you rely on what worked for you pre-Covid, be assured it no longer suffices. The workplace has changed, and similarly, more employee-favorable practices are prevalent.

If the intent is to keep our employees, be sure to ask what you are doing or not doing to meet their needs and value them. If you are doing what you did in 2020, you are failing. People do not leave a position because of the work, but more so because of how leaders make them feel. So the answer to your retention may be more straightforward than you imagined. The days of being an asshole in leadership are long gone.

Intersections

May 18, 2022

We approach it from four directions, converging to a single point. We come from very different places, and what we see we may believe to be the same, yet it is not. While we may be looking at the same point, the background and perspective of each person differ But, we don’t see that?

Looking at a physical element should be simple, and we should be able to see how it may differ for different people. When we look at aspects of opinion and impression, we expect all to agree, yet the points of origin, perspective, and the way we arrive at these situations differs significantly.

If we can reach the same conclusion, be pleased but possibly ask what we may be missing with the lack of diverse perspectives. And if we do have altering views, look to see what you may learn from others for the next journey.

Reward curiosity

May 17, 2022

We are offered rewards from early childhood, and they are prevalent in the workplace to encourage employees to produce more or better outcomes. If you achieve a goal or exceed the expectations, you are compensated.

Yet, what is it that we are rewarding others for? We reward the children who respond with the correct answers and the worker who can ‘get on with it with little explanation and guidance. We reward outputs and outcomes.

We often do not reward curiosity or the desire to improve. What about the questions that show attention and thought or the characteristics that demonstrate potential and growth? Where do new ideas come from, and how do we improve if we aren’t rewarding this forward-thinking? If we reward solely on past performance, we miss out on the potential and possibility. If we can create a system for employees and even children that rewards them for their curiosity and inventiveness, we receive all we asked for and more people who feel vibrant and motivated.

Make mistakes, often

May 16, 2022

When we are taking risks, we should expect failure. Not every plan will succeed. As we take on new challenges, let us prepare for mistakes, and the more we challenge ourselves, the more we should anticipate errors. Without failure, where is growth?

Few people who were immense successes in their fields were that from day one. They failed, repeatedly. The works of Einstein, Da Vinci, and Edison are well-publicized, and many more exist. Elvis Presley was told he could not sing and not invited to join the choir, Stephen King had his first novel rejected over 30 times before a publisher accepted him, the Dyson vacuum was a success after over 5,000 mistakes, JK Rowling was living on welfare, and Harland David Sander’s famous chicken recipe was rejected over 1,000 times. By most accounts, we would not persevere with such immense failure.

When mistakes and failure occur, recognize, accept and move on. However, if we want to progress and improve, we should anticipate these mistakes and even measure them to assess our advancement.

Reasonable progress

May 15, 2022

We make the decision that we want to change. The way we do our work is not productive, and it requires a change. We want to be healthy, eat better, exercise more, or change a personal habit that’s not who we choose to be. Our reasonings for change may be correct, as is our desire to make the change.

Unfortunately, we rarely give ourselves enough leeway to make the change happen with any success. Since we decided, we expect the change to occur, and when we do not see the results, we are disappointed and even give up. Although we resolved, the pantry is still stocked with the same unhealthy foods, no new process or training has been put in place to enable a change in approach, and we do not comprehend the triggers that typically lead to the poor behavior we want to change.

Unlike a flick of the switch that will bring light to dark, we are more like a room warming up. Once we decide, we need to prepare the space to warm it, close the windows and place the heaters in the room. We can now turn the heat on and wait for it to warm up gradually and leaving it on, we will begin to feel the heat. What we experience is relative and dependent on how large the room is or how big a change is required. Once it starts to heat up, we can decide if we want to increase it further, maintain the temperature or reduce it. Regardless it will require regular inspection and adjustment to maintain a satisfactory and comfortable level.

Our approach, planning, and expectations to heating the room are necessary to ensure we obtain our desired outcomes. When we embark on altering a set of actions, behaviors, or habits, be deliberate and pragmatic in thinking. We can likely obtain favorable results with reasonable expectations, while unreasonable ones lead to discontent and failure. When we seek to change, be mindful of the magnitude we desire and be fair in measuring the progress since anything of meaning is more than the flick of the switch, and Rome was not built in a day.

Be present, and happy

May 14, 2022

If you choose to be happy, be present. Regret, failure, disappointment, and fears are rooted in our past. Apprehension and anxiety project on possible future eventualities.

Here and now, fear and anxiety do not exist. You have a choice whether to embrace a happy state or not. There are silver linings no matter the situation; do we choose? Yet to fixate on what has happened on what may or may not occur, to what avail.

Seek permission

May 13, 2022

Best intentioned thoughts, so they are, as you give unsolicited guidance and input to another on all subject matters. It may be for the benefit of others, or you want to create a mutually beneficial setting.

Rarely do we know what others may fully be experiencing, thinking, and feeling. Yet, we are free with our instructions and offers.

Regardless of your genuine and well-intentioned thoughts, they may not always be warranted or appreciated. Some occasions will call for us to inquire further to consider another or merely refrain from comment since there is no value. If you genuinely must because you cannot refrain simply ask permission if you may provide your non-requested thoughts at this time.

catching up

May 12, 2022

Do you ever have that sense that you are behind? It may be a set of tasks that are incomplete or unfulfilled commitments. We enter into this race that only we have set the standards for, and all the rules are uniquely ours. This is our race, yet all too often, it is one that we penalize ourselves for.

If we are the designer of our race, why would we not favor ourselves, and too often, we don’t? At times it requires us to cease running for ourselves. To notice that the race is not happening without our participation.

It may not be a case of catching up but rather one of slowing down and, with that, an appreciation that our race is one with no competition unless we choose to compete with ourselves.

The greatest sin

May 11, 2022

In the Road Runner, a documentary about the chef and travel documentarian Anthony Bourdain’s adult life, he shares many nuggets of personal wisdom that he garnered from years of travel across the globe, not only exposing himself to the diversity of culinary delights but just as much the cultures of such a rich landscape of people.

In his journey, he shares a poignant element worthy of reflection. “The greatest sin is mediocrity.’ Therein lays his tremendous wisdom. Why would we take on anything for merely just doing it? Do you choose to be a parent and just be okay at it, or choose a job just so that you can check in at nine and out at 5—what of the activity you have selected or the time you dedicate to almost anything. How we approach it and then undertake any role, activity or function will ultimately reflect on ourselves and how others see us.

You can be okay at anything, but you will likely attain little satisfaction if any, and most likely will not leave a lasting impression on anyone. So yes, your kids, partner, colleagues, and friends are not marveling at your excellence in mediocrity.

Possibly we should ask ourselves if this is what I plan to spend my time on, what it will look like if I choose to excel in it and how I will feel once I attain it. Mediocrity may just be the greatest sin we can commit to ourselves.

Unnecessary input

May 10, 2022

Your child slogged away on their school assignment for weeks, or the team labored away at the marketing report or new internal directive and produced a sound product. Along the way, others provided guidance and input. The project is coming to an end, and it is ready for broader reveal and consumption.

Upon closer review, you now decide to prefer orange rather than yellow. The report will look better with the rows and columns reversed. You pick a different word to the one used, or the images selected need to be replaced with better ones.

Stop for a moment. That is your opinion. How valid is it? Is it better than other people’s? Where were you earlier in the development process to help and support? And do you appreciate that you have now dampened their enthusiasm and caused them to withdraw? Was that something they were proud of that you have now diminished and, in effect, made your own? Yes, maybe your opinion is the one that matters most, even though it may not be appreciated by those who view it.

There is value to the appropriate input and to be contemplated. However, if you continue to shut others down, you will only dampen and marginalize the effort they have made in the future. Is having the final word what matters most?

Perception and reality

May 9, 2022

The evolution from the facts of an event and what we ultimately believe is subject to our thoughts and perception. Within that, there will be discord since it will be subject to our personal bias. One person’s perception will also differ from that of another as we will have varying levels of perspectives on various subjects and events.

We, however, place far too much emphasis on our own perceptions, which do not always align with the facts. We may be able to eliminate confusion, maintain harmony, and avoid unpleasantries by removing the weighting of our perception.

“…there is nothing either good or bad, but thinking makes it so.”
William Shakespeare, Hamlet

After all, we all want to be realistic since fantasy won’t last.

The feminine side

May 8, 2022

Happy Mother’s Day to all mothers.

The old boys club is a term used often in the workplace, suggesting a hierarchy exists that is predominantly male-centric and controlled by older men. Unfortunately, this is more prevalent than we give credit to and exists in all organizations, even those steered predominantly by women at the helm.

Organizations were, up until only the past century, almost entirely operated by men, and while there have been changes and women are well entrenched in the workplace and are increasingly leading organizations, the male persona dominates.

Another cliché often heard is ‘that it would be acceptable if it were a man who did it.’ While there may be truth in that statement, it is evident that the workplace is a male persona. The accepted norms are those of a male. Being competitive, wanting to win at all costs, being bigger, and growing faster, are all characteristics that men embrace. Women are often told to be more competitive or hungry, strive for more, and seek additional power. In doing so, we lose the caring, nurturing, empathic attributes necessary for growth. Putting a male perspective, we lose creativity and sensibility and would most definitely lose any perspective of being human and centric.

The most significant political, community, and business leaders we have seen in our generation are mostly those individuals who were able to rely on a balance of their masculine and feminine attributes. Those who were able to demonstrate sensitivity, awareness, and compassion with a drive for excellence and improvement. Organizations where individuals do not collaborate well, withhold vulnerabilities or seek help, and view failure as a weakness rather than a strength promote strong male attributes.

Similarly, if applied with a feminine sensibility, the decisions made may be vastly different from that fostered with masculine awareness. For example, a response to a pandemic would have focused on safety first, and the likelihood of war would be minimal and non-existent since what mother would choose to hurt innocent children.

The prosperity of our civilization is dependent on attaining the balance, not only for growth but for survival. Therefore, we need to ensure that the standards of excellence we set to achieve or use as the model of perfection embrace the feminine elements as much as the inherent masculine ones. This shows in core values, the traits we aspire to and evaluate employees against as strong performers, and the qualities and characteristics we promote in our culture.

It is not about one being better than the other; instead, both are essential, and the worst case would be to expect women to behave as men and begin to emulate all those characteristics.

Reboot

May 7, 2022

The laptop freezes, apps dysfunction, the television is no longer working, and the advice starts with a reboot. This is repeatedly one of the first instructions given when you experience technology or electronics. Yet, strangely, it often works.

You may feel flat and lack the enthusiasm, energy, creativity, or motivation to do what you plan to do. We can expect this when we burn the candle at both ends and have not stopped. Then we fizzle out and crash.

If we came with a Troubleshooting Guide, it would likely suggest a first step: reboot. Sit back, unplug and switch off for a while. It may just be what your factory settings demand.

Gaining time

May 6, 2022

There are those minutes in between events or a pause that we have that we may see as wasted time. For example, you stop at a set of lights and wait for someone to arrive or have a few moments between Zoom meetings. There may even be more significant swaths like that time on furlough at the start of the pandemic.

That is time you may not have previously had at your disposal. We have a choice to either make this ‘alive time’ or ‘dead time.’ Do we take out our phones and scroll through social media for those few minutes, or did we decide to use those few months off to sit back and chill? What have we gained here?

We could also take those moments to sit and reflect, take in what we are feeling, connect with our inner being, and find a relaxed state. If that time permits, we can take up an art or writing, study a new language or immerse ourselves in reading. As the author Robert Greene would say, we have made ‘alive time.’

Gaining time can be a blessing, and how you use it is your choice alone. So will it be wasted or a discovered treasure?

Deposits and withdrawals

May 5, 2022

We know with certainty that we have a limit on the withdrawals we can make from the ATM based on the amount we have first deposited. Therefore, with low deposits into the account, withdrawals are not possible.

With all our relationships, the same applies. The depth and closeness of the relationships we consistently make reflect the deposits outweighing the drawings. The more we deposit compared to withdraw, the stronger the relationship and the potential for the investment to provide exponential returns.

We cannot start a relationship without positivity, nor should we expect it to be healthy and grow if that is its basis. The deposits we make need to be genuine and show the care we have for the person and only then do we have the ability and even permission to begin to impose our requirements and wishes onto others. Look at your children, close family, friends, and co-workers. It is simple math.

We should look to finish each day with a positive balance. Who wants their relationships to resemble the erratic chart of a volatile stock market? Our investment will determine the extent of permission and ability we have to make withdrawals. We can only expect to have meaningful, lasting relationships where others choose to be with us.

The golden moment

May 4, 2022

Why is it that information is presented to us from the earliest of ages and then immediately expected to have a response? Then later in life, we discover that the notion of ‘thinking on your feet is not always the best action, but also one that is somewhat flawed.

There is little doubt that reframing our perspective on responses and reactions will bode us well. When presented with information or subjected to action, there is that moment, the pause, before we react and respond. That is the golden moment. Here we have a choice and one that we own entirely. Will it be rash, uncalculated, filled with emotion and defiance, or calm, tempered, and thoughtful?

We can be deliberate in our response to the pause, but we can also be pleased with it. There are few instances where we can reflect on a spontaneous and irrational reaction and be proud of where we landed. We cannot take that back. However, we can learn to pause, giving ourselves time to react appropriately.

Abandon the coward

May 3, 2022

If you have come across, met, or heard the story of Andre Norman, you were likely inspired.

After being incarcerated for fourteen years, prison gang leader, a high school dropout, and destined to live a life primarily shaped by the influences of those he chose to identify with unless he decided otherwise, which he did.

While in solitary, Andre Norman chose a different path from being the tough guy to one that would turn his back on violence and crime and one dedicated to being successful and getting a degree from Harvard. And the way he would do it is by helping others. Some 23 years since his release from prison, he has accomplished both.

Yet one of the more compelling truths in his story is that we need to stop being cowards and stand up for those we believe in and what we believe in—those fundamental to us our need to be just that, our priority. But, of course, there will be instances where challenges prevail, and the only way we can reconcile with ourselves is to remain faithful to ourselves. Only one hundred percent can suffice. It is non-negotiable.

If you have chosen to be honest, then be that. If your children are the most important, then they are. What is essential to you is personal. Courage is a virtue we need to uphold, and these beliefs reflect who we are. Are we that person always or only when convenient?

To achieve the ideal you set, you will need to stop being a coward and stand up to the persona bully. Of course, some people may not like the firmness or finality of your decision. However, you should be asking whether they are there for you and how important you believe they may be to you if they don’t align with who you choose to be.

Show care

May 2, 2022

To help others and encourage them, you have to come from a place of love. It’s not all sunshine and lollipops, and it may require some firmness and possibly a hard line. Yet that will likely be well-received if they know you care.

In sports, on occasion, you will see some of the most excellent managers take a strict approach with their players. Those are the same ones who will place an arm around them, hug them, take them aside, and have a brief engaged discussion, especially when the individual may be less than their best.

It is a balance: when to push when to ease up, but it’s not one size fits all. Yet you will never be able to have the difficult discussions and command a positive response unless they know and convince them that you care. To be granted permission will require your effort upfront, genuine commitment, and ongoing demonstration far more than words, but supported through real intent and followed through in action.

Being wrong

May 1, 2022

We may be angry with some leaders these past few years. So much has occurred that we believe we should have been shielded from. People lost their homes, some their livelihood, others their lives. We are angry, and in many cases, rightfully so, since we believed that those we trusted were making the best decisions for us.

And possibly they did, based upon the information available to them at the time. Putin seemed like a reasonable leader, and the pandemic did not appear as significant at the start. But unfortunately, time has shown us otherwise. Many leaders were wrong in their trust, and while not ideal, we can hope that they applied the best intentions while practicing extreme diligence.

Those are the same leaders who stand up today and denounce the very element they were in favor of a few months before. So we have it on record. We appreciate that leaders are human, and, understandably, they may be wrong. But, just like when you are, it is honorable for you to admit it and acknowledge that you made a mistake. We expect our leaders to do the same.

We know they are human too and embrace them for that, rather than them pretending they’re someone they’re not, since that we discover at which point they are now irrelevant.

Small feats, great joy

Apr 30, 2022

‘It is not that hard to make oneself happy,’ said Jim Carey to Jerry Seinfeld in an episode of ‘Comedians in cars getting coffee.’ He proceeded to stand on a bench and raise a small container with sweetener and then attempt to get a drop into the coffee mug from about nine feet above the cup.

Bullseye as the drop of liquid fell into the center of coffee. And big smiles.

Yes, it is incredible how the simplest, most childish, irrelevant activities and accomplishments can give us great pleasure, confidence, and belief.

So go ahead, shoot those paper baskets, rock away with air guitar, skip flat river rocks and leap over the puddle. Not only can you do it, but you will also feel great about it too. Who knows what’s next!

Blemishes

Apr 29, 2022

You want to hide that pimple announcing itself on your forehead, loud and proud. Or you hide the rash that sits atop your hand or the balding patch. You likely did not choose any of these, yet we are ashamed or embarrassed and have a sense of imperfection.

Yet, every day people will gladly show us their destructive behaviors. Disrespect. Meanness., Overly critical behavior. Why is this not an embarrassment? If people would only look at this blemish and realize that, unlike the physical ones, we have a distinct choice that we alone can change.

Instead of hiding that blemish, let’s get rid of the bad behavior. Wash it away, cover it or cut it out, but whatever you do, don’t wear a badge of dishonor.

Cause and effect

Apr 28, 2022

There are inevitable situations where an action or word will spark a significant reaction. For example, a deadline was not met yet again or completed in a less than optimal manner. The children did not clean their room as promised, or a friend did not return the item in working condition. And yes, you were clear in your initial instructions or have had the same discussion repeatedly. You are upset, and possibly for a good reason.

The reaction it elicits may be natural but severe, in the form of harsh, unkind, or even angry words, and may even be extreme. As a result, you are labeled unreasonable, hot-headed, and ill-tempered. In all likelihood, you are not pleased with yourself either.

Yet what of the cause? The behaviors and practices that prompt you to behave as you do? Not that it is an excuse for your terse reaction, but what of that? Where is the heartfelt apology to you for once again not fulfilling commitments or responsibilities? Where are others’ sense of disappointment in themselves for letting someone down or merely not caring enough?

We pay more attention to the reaction of others yet give little notice to the cause. While we can choose how we react, we would likely be in a better position if others just did what they said they were going to do. A simple apology is a start, and taking responsibility for the disappointment they’ve caused can go far.

Requisite pain

Apr 27, 2022

If we want to grow, we need to accept that we will fail and feel some pain. It may be emotional, spiritual, mental, or physical. If at all meaningful to us and of significance, there will inevitably be pain with loss or failure. Allow that agony to manifest itself. If you are in the position to help others and minimize their pain, do not interfere.

For growth to occur, it always requires change. Yet, it is difficult for us to accept or adopt change without some pain. But, with pain, there is acceptance and a desire for change.

Have you radically changed habits, behaviors, practices, and training when you were successful beforehand? Why do teams listen more intently to input after a loss than a win? Why are we more open to intervention and help when we fail? Pain is a sensation that we do not want to experience again, so we are willing to make the necessary changes to avoid similar pain in the future.

If we attempt to avoid the pain, we short-circuit our ability to learn, grow and develop. The pain enables us to build resilience and provides a memory of where we choose not to revisit. There is little where we may endure discomfort – sacrifice, loss, hardship – and persevere that we are not the better for on the other side.

No place for Oscars

Apr 26, 2022

In problem-solving, one needs to address countless challenges and factors to arrive at the solution. Where we spend the time in the discussion is most telling of the organization’s culture and the person. If it is all about people and specifically drama associated with people, then what is the product of the time? Work is not a soap opera, and those who make it as much are likely the same who do not meet deadlines and have excuses for their poor performance. So instead of a focus on delivery, the focus is on theatre: same time, vastly different outcomes. Problems do arise, but if we are diligent in finding solutions to the issues, the drama also dissipates. As a result, we get more done and achieve more. Where there is drama, there is a lack of focus on what is essential: the initiative and organization to be a success. Work is not a place of drama, and if it is, you decide if this is the stage for your talents.

Quit bcc

Apr 25, 2022

The email practice of blind copy. One helpful hack in the feature is sending a standard message to many recipients as if they are the only intended recipient. When used for this purpose, it is a good feature and is a time saver.

However, this is not the standard practice. Instead, its primary use is copying specific recipients without the intended original recipients knowing thereof. It is a pitiful state of our culture that the feature exists front and center to use. Possibly it should come with a user message similar to ‘are you certain you wish to send.’

We can choose to use bcc for its intended malevolent use, and we can choose to ignore those practitioners who follow that practice. Either others are part of the discussion, or they are not. Eliminate devious and destructive habits. Quit bcc.

Now is the time

Apr 24, 2022

We talk of less than ideal times to attain the desired solution. When I have this, or at a future date, it will occur.

Inevitably, time or event occurs, and we discover this is again less than ideal. The issue is not necessarily an event or the timing yet how we approach it. If you want to be healthy and fit, why wait until the new year, month or week. If you choose to be less anxious or stressed, the weekend will not give you all you need.

The same for an organization. You have changes you want to make: practices, products, and even people. Later is not necessarily better.

If we are looking to do anything or improve ourselves, there is likely no better time than now.

Meraki

Apr 23, 2022

The practice of Meraki suggests doing something with soul, creativity, or love — when you put “something of yourself” into what you’re doing, whatever it may be.

Finding something that we do with heart and dedication, purely for the love of what we are doing, will result in better outputs and outcomes and, in turn, bring a whole different level of satisfaction, reward, and renewal.

The practice applies to elements of perceived importance, likely at work and even more so in the daily routines—the mundane of doing the laundry, sweeping, or cleaning up. The better the work we do, the better we will feel. Relationships deserve it equally. Take the time, be present, focused, and give of yourself entirely for a few moments, which you will appreciate well beyond hours of distracted interaction.

Leave a worthy heritage

Apr 22, 2022

Today is Earth Day. A celebration of the planet we live and thrive on and that we also likely take for granted. Each day fills you with unexpected joys and the essentials of our existence – water, air, food. Regardless of the elements, walking in nature is uplifting and offers variety, happiness, fulfillment, adventure, tranquility, and peace. Our small planet gives us so much and is foundational to existence.

While it provides so much, we, in return, do very little. It’s akin to a one-sided relationship. Earth gives us in abundance, and we take advantage, mistreat, abuse, and even destroy without much concern, let alone accountability. While we may not think more beyond ourselves, what are we leaving for our children to inherit? Are care and progress not the simple principle of ‘leaving something in a better condition than you received it.

What part are you playing to be sure your children’s children get to experience its fullness just as you do? Or are we so selfish we cannot think of others that we love well enough?

You are the difference. Commit and announce it. Share it with others and make it public. Be accountable and show the love in return. What actions do you commit to that will permit our kin to enjoy the riches of our treasure.

Spring alive

Apr 21, 2022

It is easy to be excited as the leaves unfurl with bright green and flowers pop, and good to feel the sun on your skin and be outdoors effortlessly.

Enjoy the moment before we get carried away and complain about a cool morning or the rain. Do not start wishing for summer. Take the time for now.

It is not merely the season but one’s existence. We are excited about the new and then want more. Enjoy who and what you have in abundance, for that will pass too soon.

Tradeoffs

Apr 20, 2022

You may want it all, but it’s unlikely that you can. It usually comes down to choice. We often admire individuals for what we believe they have in their lives. We think they have it all only to discover later they, too, are lacking in some aspect. Our misconception is that a tradeoff is negative. We feel that we are giving up something for something else when we merely decide what is more important, what we value most, and what we choose to accomplish.

We get to choose between work, family, and the scene in our individual lives. Work is our craft, family is the people we care for, including close friends, and the scene is the fun stuff we enjoy and get to be whimsical with. To be successful, we need to choose. Take two. You will never be great and have all three. While you may believe you have created a balance, you have likely compromised, and all three have suffered to some extent. So we instead have mediocrity of all and by choice.

Even organizations have elections. New market segments, new products, potential joint ventures, and geographic expansion. In some instances, it may merely be an extension of what we do and represent growth, and in others, it could be divergent and a shift away from our center and a distraction and lack of focus.

There is abundance and lots we can do. There in itself is a beauty. What we need to decide is what we want to excel at. If it is nothing, then we can likely participate freely in all. However, if we’re going to be a success, we will need to make a tradeoff. Choose two of work, family, or scene. Choose the specialty area you will be known for or the organization you will excel.

The author Ryan Holiday states, “You can have two if you say no to one. If you can’t, you’ll have none.”

Amber lights

Apr 19, 2022

While approaching an amber light, some view it as an irritant and want to speed up to avoid stopping, while others slow down to stop. This split decision presents numerous risks with dubious rewards. So what if there is a red light and you have to stop? Is this not an opportunity to pause for a few moments and take in the surroundings?

In our encounters every day, we experience amber lights with others. They do something that is not to our liking. And at that very moment, we have a choice. Do we see the issue as an opportunity to focus on the mistakes and shortcomings or view it as an opportunity to support their development? A split decision, one with risk and opportunity.

We deliver the same message with entirely different intentions and outcomes depending on our approach. It is a choice we have. We can see everything as a negative, or we can see it as an opportunity. This is our amber light.

More than hope

Apr 18, 2022

Wishful thinking and the hope something will work out as you want. A comforting thought, and to what avail? Alone it is little more than a passing thought. You may as generously sprinkle magic dust.

If we introduce action, we open up possibilities. Together with a desire and determination, the inertia and effort, we can attain wanted eventualities that would be fruitless with hope alone.

If it is a fantasy you seek, then hope is your friend. In marriage with action, you may find reality.

Resist lazy thoughts

Apr 17, 2022

In our age of convenience and quick and easy access, we are accustomed to getting what we want when we need it and with minimal effort. For many, all we require is a smartphone to accumulate and do whatever we desire through the device’s functionality.

This ease of self-gratification creeps into our thoughts, where it is all too simple to lament what we do not have and seek more things. We can complain about wearing masks, increasing inflation because of supply chain shortages, and possibly even elements such as the job you have, the weather, or a person that may be your annoyance.

We as a civilization are in a period of opportunity, abundance, and prosperity. Few of us have experienced genuine hardship and will likely ever. We have not encountered personal famine, homelessness, or being thrust into war. We have not experienced significant uncertainty, and if anything, we have some inconvenience. Our immediate generations have not been as privileged – parents, grandparents, and great-grandparents – and they, in turn, felt fortunate.

We may have unfulfilled needs and wants, but if we strain ourselves to think about the treasure of what we have and look down and consider what may be – we do not have to look too far across the globe – we can appreciate our wealth of present prosperity and future opportunity.

These are my people

Apr 16, 2022

An expression individuals use to describe the people who resonate with them and that are often in their image. These people make us feel comfortable and whole in some ways. We relate, and we’re aligned.

Over the years, friends, colleagues, and even possibly family have come and gone. Some may have been close to you and integral to daily life. Then no longer. One or both of you have grown, and what was valuable in the relationships is no longer served. It is not a matter of lamenting the loss but instead celebrating the progression.

If we are the average of the five people we spend the most time with, we should choose wisely. The influences, values, and ideals will become a part of us. The rude, unreasonable boss becomes a role model for our behavior as a manager., The friend with the desire to do little and always complains, the family member who shows no desire to develop and grow in many facets of their lives, and the employee who shows no understanding for developing their skills, all become a part of us. Similarly, the kind, supportive boss and friends who always seem content and happy will affect you too.

As employees no longer suit or meet the changing demands of an organization, so too will an organization no longer meet your needs, values, or aspirations. Equally, with friends and personal relationships, it may have been best for you at a time, yet if you know you are being held back and do not identify with the same values.

It may just be that you need new people. It is growth and progress which is positive and to embrace.

Ubuntu

Apr 15, 2022

I am because you are. An African philosophy with origins from the southern Nguni word suggests that we are all connected, and our individual experiences affect everyone. Therefore, we rely on each other and are dependent on each other.

The philosophy requires us to look beyond human relationships and reflect on our interaction and balance with the ecosystem. There is an interdependence of which we are each integral.

Consider beyond ourselves and, dispel our ego, take the time to understand our relationship with everything and how we impact everyone and everything around us. In this, stead value systems are fundamental to our existence and being.

While wars rage far afield, the disruption of supply chains, over-production occurs, and climate change negatively prevails, we are not merely witnesses yet participants in some capacity. Similarly, your intentions, thoughts, words, and actions will bear on others beyond what we appreciate. So, where do your responsibilities lay, and what positive steps can you assume today?

Watch this short video from the BBC The philosophy that can change how you look at life

Assume a team ego

Apr 14, 2022

It has been surveyed, researched, and proven that teams are more successful than individuals working independently. Most people like other people and enjoy the company of others as it makes them feel better. Teams win.

While organizations and groups are best-intentioned and will strive to optimize the teaming, we have conflicting motives and objectives, lack clarity in our direction, and perform poorly. Team members are often surprised at the resulting lackluster results and, in hindsight, can pinpoint the reason for failure.

One factor alone rises above all as the cause of failure: poor team communication. Good communication is necessary when collaboration and interdependence are essential. Any team should answer when, where, how often, and who must participate in team discussions. If we do not talk, we cannot expect to comprehend and cannot expect to make progress as a unified team.

While regular meetings suggest a communication protocol is in place, the content and form of those discussions are critical. To assume, direct and instruct, we fail to communicate. Devoid of questioning, clarification, the input of all members, and critically confirming a shared understanding and agreeing on a path forward, we generally fail.

The prohibitor of good communication is the preservation of our identity, the need to establish and maintain our position, and in many instances, assume power. It is this need where communication fails. An inability to allow others to take the lead or permit those with insight and a differing opinion to speak, but more so for us to hear. We insist that others should have been more vocal and present only when we flop.

Team success requires us to accept the team’s identity above individual ego. When we do that, it is more straightforward to hear, contribute freely, and agree on the ideal resolution for a problem, making communication easier. When we remove the ego conflict, all these elements are more apparent; the team wins, as do we, with all our egos intact.

Begging is not sustainable

Apr 13, 2022

Your thoughts may go to panhandlers seemingly desperate and appealing to your kindness, generosity, and empathy. As an outsider, it appears to be a habit and an ongoing cycle, one where someone is at the continuing mercy of others.

What of our own emotional panhandling where you may find yourself in an adverse situation and a state of desperation you ‘chase after’ or beg someone to see your perspective or even possibly change their minds to win their favor. But to what end?

Is anyone or anything genuinely worth losing your dignity over? If a client or company does not want to work with you, how does convincing them otherwise help? The person who chooses to renege on commitments or promises, who continues to cancel meetings, or reluctantly complies will not recognize the value you offer. While you may satisfy an immediate need, the outcomes are unlikely ideal. Where will the cycle cease?

If you beg today, expect to do so tomorrow as well. But, on the other hand, if you want something lasting, possibly a change in approach is most advisable. How can we expect others to recognize our value when we don’t know ourselves?

Eliminate rubber stamping

Apr 12, 2022

An individual may invite input before publishing or sharing the end solution in the design or conceptualization or even a simple task or communication. When we make a request at the eleventh hour, giving others little time to absorb the information, reflect, and thoughtfully respond, what is the nature input we seek? And then when others contribute, are we disappointed and frustrated when they suggest material changes.

What is the nature of the feedback we seek? Is our aim to deliver the best option possible, ensure that others understand it, or invite meaningful collaboration? Or do we merely want to be seen to be open to input, and all we want is validation?

If we seek input, let’s be aware of the timing of our request, and be sure we show our desire for genuine feedback and welcome the effort people make when we receive it. On the other hand, if all we seek is a rubber stamp, be clear. No one has time to waste.

The beehive

Apr 11, 2022

Marvel at the industriousness and efficiency of bees. The amount of honey they produce and the plants they pollinate each day are much for our benefit.

What is fascinating is how bees work together for production, security, and even safety. Honey bees live in hives with populations up to ten thousand strong, working together in unison and in an organized manner. Even the most efficient and productive human organizations could marvel at their ability to assume their roles within the hive and execute them flawlessly. With a single purpose, they come together to protect the entire hive and swarm as one, to do what is best for all.

The principles are simple: one leader, a common purpose, clarity in direction, defined roles and responsibilities, teamwork beyond individual needs, and consistent and committed delivery.

We are the biologically superior species, yet we can learn so much from nature if we take the time to learn from these supposed creatures ‘beneath’ us. So how does your organization stack up to produce your honey?

All things to noone

Apr 10, 2022

You may be inclined to try and do everything, appease anyone, and be liked by everyone. You want to be universal like Amazon, yet even they offer few services, and even those they do all stem from a single concept of online book sales.

We are conflicted with diverse interests and attractions, often pulling us in different directions. Some may not even be of our fruition, but instead, the will of others that we seek to oblige and accommodate. Fundamentally we sense that this does not sit well with us, but we go ahead. Inevitably we fray and come unstuck.

Like an organization, we cannot expect to be everything to everyone, nor should we. Ultimately you should be what makes you whole and reflects you when no one else is looking. To be known for your uniqueness is far better remembered than the person who stands for everything and yet nothing and is soon dismissed and forgotten.

The past colors the present

Apr 9, 2022

Our senses detect and absorb multiple stimuli throughout the day, which we quickly process and decide. While this may be a new conversation, place, people, and objects, we rarely process these stimuli from an entirely fresh perspective.

We consciously and subconsciously process the bits of information gathered at incredible speeds to arrive at lightning-fast decisions or conclusions. We elect if we like or dislike, find favor in or not, and align with or distance from.

We arrive at a point of mental clarity based on our past experiences. For example, before we taste or see new food, we have an opinion, react to situations and information aligned with our history, and judge people based on past relationships.

This can be helpful and time-saving, especially if the results are favorable. But, what when our past assessments were negative, and we bring those forward in this new situation. What if our entire perspective in the past was flawed as well?

If we can only catch ourselves and bring ourselves into the present, we may find infinite calm and opportunities for enjoyment. If we can even take a moment and ask ourselves if our decision is based on what we are experiencing now, or is this our past coming to the fore. It might be hard to see a rainbow if the past was dark clouds.

Family bond

Apr 8, 2022

As parents, we are familiar with our children becoming frustrated with our decisions, although with their best interests in mind. They may vent, call you names, and try to distance themselves from you. Then, with the rant, you let them know they are the same child you love and affirm you know they do too. It is not personal; it is not an attack on you. Their unfiltered communication is in a safe environment, where care and support prevail, and emotional outbursts are sometimes a necessary release.

At work, we will find ourselves in similar positions where our team may not agree with a decision and may even express frustration. It would help us settle our minds before we react to the situation. Understand it is not personal. They are venting against a decision you made in a given case. They should feel open to discussing it with you without recriminations or negative judgment. And where your resolution may have been wrong or flawed, you will own it.

The ideal teams are the ones who do not agree on all matters, yet regardless will be accepting of open discussion and differences in opinion as necessary needed to progress. You are all part of the same family, and individual incidents do not define the relationship.

A fan of own values

Apr 7, 2022

Fifty-six thousand fans closely assemble into a stadium filled with people of all ages, shapes, colors, and persuasions, just as it should be. Twenty-two gladiators appear on freshly manicured lush green grass bearing the colors of their respective clans, taking in the chants and songs of their beloved similarly clad followers.

The kick-off whistle blows with that, almost a signal to alter one’s state and reveal a different persona. One filled with hate, vitriol behavior, and sectarian dividing emotion rush forward in unison. It is the Old Firm derby with the league’s title at stake. Words quickly flow out of people’s mouths as they stand red-faced screaming abuse, with little control of emotions and almost no thought.

There is tremendous passion and excitement in sporting rivalries, yet one wonders to what end when one observes the behaviors on display. Do we recall why we are here and what our purpose is?

The pleasure of the game and the love of one’s team are noble undertakings that should fill us with enjoyment and satisfaction. But sometimes you win, and sometimes you won’t. So then why the awful behavior, the words one should never utter, in public or private? Why is revulsion based on something you are so far removed from and, for many, lack any knowledge of its foundation? Is it because others dressed like you are doing that, or does someone else suggest you should think with such negativity?

Can we consider the underlying reason why we participate in some activities, or look at ourselves and wonder where such dislike comes from and what does it say about ourselves and our overall state? If we permit passion to cloud our sensibilities, have we gone too far? This is not only restricted to these sporting events yet appears in daily rituals that individuals perform. The level of discontent, misery, and unpleasantries is often prevalent and appears with little thought or instigation. The fuse is easily lit. We have seemingly lost control of our thinking as we rush to deep-rooted baseless prejudices and biases.

Taking a step back and asking ourselves ‘why’ may be appropriate and allow us to discover and recall why we engage and participate, hopefully for a good reason. There is no purpose in doing or remaining in something when we gain little satisfaction, progression, or personal growth, even for brief moments, let alone extended periods. As we choose to be that kind, loving and caring person, we must accept we are this person too.

If any activity or people brings a reaction contrary to who we would like to be and fills us with ill feelings or discontent, is this the activity best suited to who we choose to be. For example, do we choose to admit that our thoughts are not our own and instead we are the stooges of others and carry the torch of their grudges and grievances? Or can we be the voice of calm and show that we too can support and enjoy, yet be the same person with our values, not those of others, completely intact.

Creating fiction

Apr 6, 2022

History is filled with errors made due to miscommunications that resulted in significant damage and death. Much of which may have been avoided altogether.

The simple solution requires clarification, confirmation, and proper communication—a process of a few steps, little added time, yet vastly superior outcomes.

What you think or believe you heard may not be the actual intention. Yet, we assume, create false realities, draw our conclusions and grant ourselves license to make our fiction far removed from reality.

If our goal is to attain positive outcomes, achieve harmony and use time efficiently, confirmation and clarification should outplay assumption and imagination. Of course, we would hope that we are never misunderstood, yet worse is when armed with knowledge and capacity, we are the ones who misunderstand.

The heart of work

Apr 5, 2022

By its very definition, it is just that: work, being an action you need to take to attain a result.

While it can and should be rewarding, uplifting, engaging, inspiring, and fulfilling at times, it can also be challenging, frustrating, tiresome, and draining.

Its very nature requires dedication, persistence, and a commitment to the task or activity to attain any meaningful result. You may hear of the story of someone who has a seemingly easy job, in your opinion, yet you are less likely to hear of the ones that are grueling and a trudge.

The point is that work can be just that, challenging and necessary for success. Nothing can replace the vital ingredient of work, be it the implementation of strategy, the roll-out of a product, or the assessment of current situations. Too often, it is the difference between those who prosper and those who fail, nothing more.

Whose to-do list

Apr 4, 2022

The proverbial list of tasks requiring attention. Depending on your approach, this may feel endless on any given day. Some are important, others are urgent, and many are trivial. Yet, all require completion.

Have you defined whose list you are attending to? Is it yours or that of others, and whose priority is it?. For example, if you start your day with emails and texts, you will inevitably be addressing someone else’s to-do’s first. Is that what we want to or should be doing?

If you use a to-do system, let it highlight your priorities and not those of others. After all, they will likely not be taking responsibility for what you don’t get done.

Perils in procrastination

Apr 3, 2022

We all do it. Primarily to our detriment. The task, activity, planning, and necessity. We experience it with everyday duties, including admin, documenting a discussion, exercise, housework, taxes, filing, etc.

Sometimes we put things off for a few hours or a day because of other priorities. Yet those that we put off indefinitely likely contribute to our unhappiness and anxiety. It weighs on us. We overthink it instead of just doing it. It then escapes our minds, and we miss deadlines, disappoint others, and more so, ourselves.

Yet, what are the missions that are not as pressing but are of great significance to us that we perpetually dismiss? The much-needed vacation, time with loved ones, a job or career change, honesty about how you feel and who you are with others, dead-end relationships, or moving somewhere else. You appreciate your needs better than anyone.

Make happiness a priority. Writing down what you want is an effective way of formalizing it and sharing it with someone. Then ask yourself what you need to do to make it happen. Now you have the commitment and the steps. The tricky part is this: by when? Set a date. You have created a plan for happiness. Why wait to begin?

Give yourself the best opportunity to thrive, feel vibrant, enthusiastic, and hopeful, and stop putting things off. No matter how small or insignificant, moving towards completing that goal is one more step towards your ideal life. Start with the simple, today.

Create conversation

Apr 2, 2022

Richness in our lives comes from the experiences we create and the moments we share with others. The song we love, the sketch we smile at, or the photo that delights us is often associated with a shared moment with another. Inevitably, in any of those special memories, there will be conversations.

Many cultures invest in the art of conversation, and with many investments, we reap potential exponential wealth. Unfortunately, the proliferation of social media Is challenging the art. You can post an image or a comment, and hundreds may like it. Some may even react. Will you remember that? A swipe on the screen and it is gone, and within moments it disappears.

Take those minutes you have and instead invest and create conversation. Or if possibly even stockpile those stolen minutes and batch them into what is now perhaps hours to permit you to develop and engage in deep conversation. We will recall these experiences, ones that may even leave a stamp on our souls for eternity.

Where you choose your ‘A’s’

Apr 1, 2022

The opportunities for us to excel are almost infinite. First, you can pursue your passions in many directions, including academic, sporting, philanthropy, business, or the arts. You can decide to master any of the five facets of your life: social, emotional, mental, physical, and spiritual. Finally, we can select a role we wish to play: the parent, the employee, the volunteer; you name it.

Similarly, you can choose not to excel at any and instead substitute that with the discipline of making excuses and blame. Yes, that is a practice too, and many will fall prey to that. The same people seem to have all the gossip, a long list of reasons, people undermining their ability to succeed, or always being unlucky. Look around you. It is the same people who relish in this not as a past-time but rather as a mission,

What we choose to be and excel in is typically who we become. You decide where you want your A’s, and that will define you.

Conductivity

Mar 31, 2022

The relative ability of materials to transmit energy is well known, as is it that some transmit power well and efficiently while others do not transmit any energy at all.

For efficiency, we seek those that provide the best conductivity, and with that, we obtain desired results.

People conduct energy. Some will inspire us and invigorate us to do more. They are the ones who allow us to be ambitious, to believe that it is possible. We feel creative around them, and sometimes they even snap us out of the doldrums. In contrast, some merely drain us. As a result, we lack inspiration, feel lethargic, tired, and even wound up when we are around them.

Find your source of energy. The one that invigorates you to be the better version of yourself. While no one is responsible for your contentment, surround yourself with those who make all seem brighter. It is contagious and soon we are the catalysts for a new source of power.

Being the boss

Mar 30, 2022

We recognize the boss as the person who plans, directs, and manages the actions of a group, which may, in part, be true. The leader is typically someone who has conviction in both direction and process. The better ones are inviting to thoughts that may alter the standard approach taken while maintaining their principles and beliefs.

It all begins with themselves, and the better leaders are likely the boss of themselves before looking over others. They know where they are going and how they plan to get there and are open to input and guidance from others. They continue to grow. They are also clear as to what is unacceptable and unreasonable. Being the boss includes being in control of one’s boundaries.

We need to understand our limits. Similarly, remaining true to our core is essential. It is where you should guide others towards. If we stray too far, we should expect that others will too.

Supposedly being the boss is lonely, which may be true if we choose to be just the one in charge. Instead, if we are there to guide, support, and help others, it is far less lonely and isolated. You are just the taller one that everyone can see as a guide and example for themselves. It is a matter of standing up or not.

Time to Fika

Mar 28, 2022

It is considered a state of mind and a way of life in Sweden. Fika [fi:ka] is the practice of taking coffee breaks: spending time with friends and colleagues and enjoying coffee. It requires one to be deliberate in the practice, take a break and intentionally socialize with others. In many workplaces, it is encouraged and typically takes place twice a day, mid-morning and mid-afternoon. The practice entails not only having a cup of coffee or tea but also enjoying a slice of cake, a cinnamon bun or cookies, or one of each if you desire. On average, Swedes dedicate nine and a half days a year to fika.

The result is that workers in Sweden overall feel less stressed and have higher job satisfaction. The Swedes are not alone. In Italy, they have ‘prendiamoci un caffe’’ – ‘let’s grab a coffee’, and some other countries take a tea break.

You can hear those not familiar with this thinking saying that it is a loss of productivity or that ‘one does not have time.’ Does that necessarily suggest we are more engaged and productive if we don’t take these breaks? What about the time spent walking around and chatting throughout the day or reading and posting on social media? What sense is there in having one feeling overwhelmed during the day? How do these impact our effectiveness?

Further research reflects that individuals who work for a set period, typically thirty minutes plus, and then take a planned short break of five minutes in between, are far more productive and creative than those who remain on task for lengthy periods and trudge through the day.

It is all a matter of how we measure productivity. If it is time spent, then there is a clear winner. But, on the other hand, if it is about less stress and ultimately happier, healthier workers, who get into a flow which will result in increased output, creativity, fewer sick days are taken, increased job satisfaction, and less staff turnover, the Swedes may have it well thought out.

Enjoy fika today, and if at home via zoom, make a coffee and call a colleague to catch up for 10 minutes. It is the small things that all add up.

No explanation required

Mar 28, 2022

When you have decided what works for you, with good intention, stand by your choice without explanation. It is reasonable to own your decision.

Can we not accept someone clear about their wants, desires, and boundaries? Not everyone must explain themselves to you. Just because it wouldn’t work for you doesn’t mean it doesn’t make sense for them. And this applies to you too.

Both sides, now

Mar 27, 2022

It’s Oscar night with many talents to cherish and applaud. Then there are stories too.

CODA, the movie, will touch you. For many reasons. In the world we live in today, disordered by dictators and filled with selfish motives, it is helpful to breathe and appreciate there is more to life and grasp that our concerns are likely petty for most of us. We can choose what we focus on.

So while we can appreciate those who are deserving to walk the red carpet, let’s spare a thought for those who do not know if they will ever be free again. Our troubles have perspective if we step back for a moment. Life is good!

Both sides now. Joni Mitchell

Appropriately scary

Mar 26, 2022

Climbing a rockface as a novice climber, stepping into a new job, making a long-term commitment, or becoming a parent for the first time. All are daunting, and while each brings a sense of excitement and exhilaration, there is a fear.

If you feel that fear as you are about to embark on some new adventure, that is a typical reaction. In many ways, it is likely a positive sign. You are thinking about what is about to unfold, the challenges, the learnings, the adjustments, the questions of your ability to adapt and thrive. There may be a fear of failure.

Let’s focus on what we can do, and let’s prepare for the elements we know about and that we can potentially solve for, and not begin to fear the unknown factors.

Being a little scared can be positive. It will likely spur you to think deeper, plan further, and prepare better. Stay focused on the elements you can control and no more. One hand, then a foot, and slowly you will ascend the face. It is not the top that is exhilarating, but the climb up.

As wonderful, if not better

Mar 25, 2022

The artist in the 80s you so admired still plays, writes, or paints. Time has passed. They may not look the same or have the same perspective as back then, but nor do you.

The comparison to their previous self adds little value. They have evolved. They sound great and continue to write with so much depth and draw with fluidity and expression. They are different and may even be better. It is likely that so are you.

And should their new works and composition not meet your liking, it merely reflects that growth, development, and evolution are not necessarily synchronous. You are in different places. And that’s ok too.

Signing up

Mar 24, 2022

The agreement, a partnership, a job, your career, a relationship, and children. You signed up for this. It has responsibilities. There are likely unknowns that present a surprise or two with anything.

If we sign up for it, we should persevere. Challenges come. Confront them. If the terms change, or you decide you are not up to the realities of the role, then yes, you should step back. If you stick with it, show grit.

If the challenge is par for the course, play greens and the rough. After all, you did sign up.

Always your team

Mar 23, 2022

The idea of a team is that many come together in unison to achieve and attain the same objective. The power of the team is unity. The most successful teams share a shared vision and goals, stick together and build one another up, especially in hard times.

It’s not easy to be a good teammate, captain, or successful team leader. Strength comes when you must stand up to face adversity- when you may not be on a ‘winning’ team. When a person on the team fails, everyone fails. This doesn’t imply it’s an opportunity to distance ourselves from the person or the group because we believe someone has let us down. To the outside world, and more importantly for one another, we must remain unified.

Should we take the opportunity to have a discussion as a team and resolve any issues? Absolutely. Should we have a conversation with the errant teammate assuming they are not performing consistently? With no doubt. The delivery matters as much as the message. Ridiculing in front of others is embarrassing. But, is that the intent, and what will that achieve other than further fragmentation?

If we are a team, we should win and fail together, and similarly, we need to work together to improve our performance and change any overarching and systemic faults. The power of the team shines through when we are down.

The advice we offer friends

Mar 22, 2022

There is a time when we should decide to move on. Your body knows it, and you feel it in your heart. Yet, you may persevere for altruistic reasons that defy comprehension. It’s likely that if a friend were in that situation, you would advise them that it may be time for a change.

Studies indicate that the percentage of people who say they are “completely satisfied” at work has risen over the past two decades, from 41 percent in 2001 to 55 percent in 2019. In 2020, even though millions of Americans had shifted to remote work, 89 percent said they were either “completely” or “somewhat” satisfied. This is surprising considering the rate of movement and general dissatisfaction. Yet, despite the averages, we are talking about individuals, and frankly, we should all be able to find work that we enjoy and are excited about.

The telltale signs of dissatisfaction are far more apparent than we know and includes:

Being bored and having little room to grow and develop
Each morning you struggle to go to work, dreading Mondays and longing for Friday
You make excuses for not doing the work, miss deadlines, and are rarely motivated
You have little in common with your co-workers
The environment is toxic and unhealthy
The values of the organization do not align with your own.

If one or more of these apply to you, you may want to consider your future work options and possibly even career choices. While you may not be in a position to resign without any work, it is worth your time to begin to seek alternate options. You do deserve to be happy and content. While applicable to your work, it may reflect other facets of your life. Pay attention.

Listen to the ‘little’ people

Mar 21, 2022

You are the parent, supervisor, expert, the adult. It is expected that you have the correct answers and all the perspectives on the problems as they arise. Or so you may think. You have the relevant experience and have an opinion. It is all yours.

It is interesting when we take the time to listen. When someone puts something back to us in a way that suggests that our view is not necessarily universally accepted and that there are alternate viewpoints.

Take the time to listen. You may instinctively want to dismiss yet listen. Hear what they may be saying. If uncertain, ask questions.

There is so much wisdom to gain from those who see through different eyes and hear through different ears. If we take the time, expect enrichment, and who knows, you may learn something. Even from those with supposed less experience.

Defeat in hate

Mar 19, 2022

There is love and hate, Two powerful and seemingly opposing feelings. Yet not at all. You may dislike food or a particular style, genre, or behavior. However, hate of another requires an intense and dedicated emotion. It is strong and consuming. Unlike love, it is also debilitating.

You are defeated if you experience hate for another since they control you.

It is an all-consuming and solely destructive emotion that has little place in a fulfilling life. Do you have the capacity for hate?

Not a second more

Mar 19, 2022

The adage, ‘don’t waste a minute’ and ‘take it slow,’ reveal the opposing voices on each shoulder.

They may be life philosophies, and can we agree on a few things: You give up time constantly and create memories, and fulfillment requires time.

We waste time. Not time we use in taking it easy or enjoying life, but more so on time we expend prolonging decisions knowing all too well they have been answered well before today. If it is fulfillment and a sense of personal development we seek, don’t waste a second more.

Regret has unmeasurable value, and with that, the value of time is priceless.

Confusing role models

Mar 18, 2022

The Superbowl last month was the spectacle we expected. A great game, good entertainment, and for those watching on television, an array of clever commercials.

We persevered, during a pandemic, with rising rates of infections, new variants arising, in a spanking new stadium in Los Angeles, filled with an excited crowd. But, searching across the mass of orange and blue, in the seats and the ‘boxes’ masks were scant and far between.

It is not about the masks or no masks, but instead the double standards. In many states, young kids go to school with masks each day, and many have never seen the smile of their teachers, ever. Teams at work are remote. And yet strangers stand side by side screaming, shoulder to shoulder, cheering away, less than a foot apart.

It is not merely the pandemic; instead, it highlights what we do each day. We proclaim rules and regulations until they no longer suit our circumstances. And then we show flexibility. Who is setting the example? Who should we listen to? Are they reliable and consistent?

If you want to set the rules, be true and fair, and think not only of your circumstances but place yourself in the shoes of others. Then select the course you want us to follow.

The price of pettiness

Mar 17, 2022

Regardless of individual sentiment, we have been suffering in various ways since the start of the pandemic two years ago. The lingering virus has led to financial uncertainties, emotional frailties, and shifted patterns in personal, shared, and workplace environments. Some may be slight changes, yet each element adds up and can become overwhelming for many.

With all this untold pressure, we are seeing a rise in the level of pettiness: The focus on irrelevant and absurd opinions to the point of giving them far more credit than they deserve. The small things are becoming issues, and with that, there is a rising level of drama. How big an issue is it that someone forgot to put their mask on as they left their desk to go to the copier, or an employee was late because the daycare closed for the day and a caretaker was not immediately available?

While the points you raise may be valid, how far will you go to make your point? For example, we can belabor a matter of insignificance or discuss the issue and remind the individuals of the directive or policy.

Many other elements are of more significant concern for most organizations, including a competitive employment market, constraints on the supply chain, and rising inflation. Nevertheless, perspective cannot hurt.

If you find that on most days, the small, irrelevant items are consuming your attention, taking priority, and creating significant discontent, it may be time to take a self-imposed time out. It may seem important, but does this matter fit your strategic priorities annual goals or significantly impact critical organization outcomes?

If not, pettiness may consume you, and you’ll likely discover that there are more pressing issues to attend to. If not, you should. So where is your angst being directed towards?

Own it

Mar 16, 2022

Mistakes happen. We are less than flawless each day. You missed a deadline, and your work was not up to par. You did not take the kids for ice cream as you had promised or got home late when you said you would be early. You scraped the car on your way out. You lost your cool.

It happens. So, why not own it? Your supervisor is justified in being disappointed that you have not met the deadline or delivered as expected. The kids, too, and your spouse, and yes, it is annoying to get the car repaired.

If we own it and take responsibility for what we are answerable for, we can now move on and focus on making it suitable by doing what we should’ve done in the first place. People are more accepting and forgiving when we admit our shortcomings. Why lie, make excuses or defer accountability? You now not only did not meet your commitments, but you have also added to it by not being honest and taking any responsibility.

It would all be simpler if we do what we say we will do, meet expectations, and make it right when we fall short.

Clawback incentives

Mar 15, 2022

The typical model for incentives is to offer individuals a bonus or benefit once they attain certain conditions or outcomes. It projects to a future state and is likely not evident in the current moment. When individuals perform well, they will benefit, but they have not lost anything if they do not achieve their goals.

Research confirms that we as individuals are more concerned with losing something than gaining something. This is because the fear of losing something is a driver and motivator for action and behavior, while the idea of gaining something less often pushes people to make changes and act.

If we want to incentivize people, give the bonus or reward upfront, and should they achieve it, all parties win. If they don’t, they pay you back, but then it has been shown it is unlikely that will occur since we do not want to lose what we already have.

Far too clever

Mar 14, 2022

The new oven or car’s electronic system looks attractive and invites you. You cannot wait to see what it does and how it performs. Instead, you find yourself staring at the control panel and don’t know where to start, let alone how to turn it on.

In creation, we plan extensively in the development of the product. The desire to create something novel, looks good and sets itself apart from the competition entails many hours of thought and rumination.

The designer is close to the design that they’ve forgotten that the user does not have hundreds of hours of familiarity with the concept as they do.

Is the mark of great design one where the user experience is far superior to the competition in the simplicity of use? Why have a breathtaking product that people detest using because it is a challenge every time? Possibly the first test should be, ‘Can anyone understand how to use it?’

When we design, let’s step back and allow people who will be the users of our product to engage with it and offer feedback on functionality. Then, listen to their feedback. Do not make assumptions about the person. Instead, appreciate that their questions may be the ones many will ask.

The testament to a good design is whether people will enjoy using the product as often as possible and not fear nor dread their interaction with it. Don’t be too clever when designing. Instead, be humble and accessible.

love deeply

Mar 13, 2022

Daily. Include it into your routine. When we love, we have the immense ability to make someone else feel significant, empowered, and strong. By doing so, we feel empowered, kinder, and inspired.

Be intentional. Take the time and connect with a fellow human, one whom you love. Allow them to feel your presence. Engage their eyes, listen intently, and be thoughtful in your speech. Feel your heart swell.

Say No!

Mar 12, 2022

It’s your time and a limited and valuable resource. Do you give away your prized possessions, savings, or other assets with little regard?

There will be those who will be annoyed by your refusal to give time, and those will be the same people who have little regard for their own, or worse still, have only regard for theirs. Either way, these are not the people you should be concerned with limiting access to.

Those who respect you, your time, and value you, will understand and appreciate the directness.

Leap into the fear

Mar 11, 2022

Do you have that sense of fear when considering an opportunity or new initiative as you stand at the precipice? It is likely your control center notifying you that this is the direction you should be pursuing.

It’s your day, your fear, and your call too.

You cannot change them

Mar 10, 2022

Why is it that the same people seem to frustrate you over and over again? They keep you waiting, fail to keep their promises and commitments, and generally fail you time and again. If it is your young child, it’s understandable that they may not know better, and gentle reinforcement may be necessary to help them learn.

What about the adults in your life? With people we are close to, we should discuss issues with them in a non-confrontational or accusatory manner. There is no need for blame or accusation. It does not help. They may become defensive, think you are unreasonable and opinionated, and lose insight into their behavior.

There will be instances when you discuss the matter with an individual, and even if they acknowledge it, the behavior persists. At this point, you need to decide: do you invest in this relationship further, or do you walk away?

If you choose to invest, reconcile that this frustration you will need to accept. It is likely not personal, or even if it is, it is not likely to change. They will be late, make excuses and continue to miss obligations. Walking away is also an option and relieves you of the problem altogether.

Decide whether the frustration is genuinely an issue or if it is your expectations that may be unreasonable or rigid, and whether the benefits of the relationship outweigh the negatives of the experience.

Ultimately, you cannot change them, yet you can change the dynamic so that it works for you, too.

Cut others some slack

Mar 9, 2022

We are all dealing with a lot, and you have no sense of what others are experiencing. While it is too easy to look at the faults of others and the elements that may annoy or frustrate you, it is likely that you are experiencing and displaying your own shortcomings.

If you are not fully aware of your own shortcomings, be appreciative that others have given you a break. Give others the same in return. People are doing the best that they can, it may just be that right now this is the best for them.

We are our hires

Mar 8, 2022

We hire people who are more alike to us than those with stark differences. When we hire, we seek compatibility, others with qualities that resonate and appeal to us. We want those we like, and in return, we hope they will like us as well.

What do we do when the person we hire no longer is in our favor and begins to disagree with us? We become dissatisfied with their thinking, their output, and their behaviors. Unfortunately, this is the same person we were in favor of recently.

Who are we unhappy with? Do we recognize that their supposed failings are those we are prone to? Their behavior mirrors ours in many ways, and we begin to see it and understand that they could be us, and since it is not who we would want others to see us as, we begin to reject the notion along with the person.

What is the cause of our discontent? Let’s self-correct, and in doing so, we may be able to impart similar wisdom onto others.

Riches in exploration

Mar 7, 2022

Get out. Don’t stay indoors, or take the route you always do between the places you always visit. It is not that nothing is happening there, but instead to have you temporarily break free from your routine.

The same applies to addressing professional environments. Change it up a little, whether it’s the meeting format or the way you approach a problem. If we seek nuggets of inspiration, we will often find them. However, if we are closed off to new ideas or where they come from, they rarely appear. Do you think there may be a correlation?

Encourage yourself out of your comfort zone, physically, mentally, and emotionally. Explore, and you may reap the rewards.

A missing piece

Mar 6, 2022

The sense we have of incompleteness, what we do not understand or cannot adequately describe.

It is in your writing, projects, and possibly even in people and relationships.

Only you have the answer, and you should be listening to the disquiet of your mind and soul. Feeling like a piece is missing is no way to live for long periods, and while unease can creep in at times, being attentive to these feelings is essential.

When we are stuck, we should put our hand out and look for another to reach in and help, and invite them in.

Your happiness

Mar 5, 2022

What will make you happy?

As you ponder, let’s be clear: your kids, partner, and friends being happy is not your happiness. Your happiness is not dependent on their happiness, and you cannot make them happy if you aren’t.

Material accumulations will ultimately not make you happy. It will provide some comfort and pleasure for a short time, but you will always want more if that is the pull.

What will make you happy? When you decide what you need for happiness, get it.

Call of duty

Mar 4, 2022

No one anticipated some of the events we addressed in the past two years. Remote work disrupted home life, and schooling has created new daily complications for many. As a result, new challenges appear that are not within our job description, nor anyone else’s for that matter.

If we are so dogmatic that we cannot be flexible to help address a matter, it may just be that we are not for the team we are a part of. Being part of an organization and a team should signify that we may have to assist if the need arises.

Will you be present when the call of duty arises?

Gym membership

Mar 3, 2022

Access to the facilities, classes, equipment, and personal instruction is available with the membership. But, over time, when we examine our progress, one element is critical beyond the access to and diversity of offerings: Our commitment.

Our progress depends on our planning and the regular, consistent, and deliberate attention to working towards the goals we have set. In no time, the effort reveals itself in results. It was not the gym membership that mattered but rather the sweat put in.

So, this applies within organizations, whether working towards a strategic plan, developing a new initiative, or changing organization or individual dynamics. The program, tools and frameworks, and personal guidance and support are helpful and even necessary. Yet, none of these are relevant if the discipline and fortitude to work at the problem methodically are not there.

Individuals who repeatedly do not achieve their goals will inevitably blame others or possibly even the tools available to them. “It does not work; it is too much, the direction is unclear,” and so on. The same mindset exists again next time, just in a different guise, and yet again, there are no results. Those individuals are the ones who commit to a process and, within weeks, do not execute as they committed to, and shortly after that, abandon the initiative.

Rather than solely focusing on the plan and design, be disciplined in execution. Creating a cadence and structure is essential. Routine reflection and assessment to evaluate progress shift direction where necessary are all elements to work into the execution plan. Unless we have the flow, how can we expect to advance when we have not begun to execute?.

Developing a culture and practice of execution and commitment is required. Creating discipline, setting expectations, assigning responsibility, and demanding accountability. Individuals and teams who appreciate they are responsible and accountable typically win. This should be an expectation and agreement within groups and not viewed as scrutiny as many may feel when questioned about their work practices or outputs.

Paying attention to our practices in execution will determine our success and failure and not dependent on the plan or instruction. You have the gym membership; how are you using it?

We are our hires

Mar 2, 2022

With whom are we unhappy? Do we recognize that their supposed failings are those we are prone to? Their behavior mirrors ours in many ways, and we begin to see it and understand that they could be us, and since it is not who we would want others to see us as, we begin to reject the notion along with the person.

What is the cause of our discontent? Let’s self-correct, and in doing so, we may be able to impart similar wisdom onto others.

One day like this

Mar 1, 2022

A BIG thank you to you for taking this journey with me. A year ago today, this blog began. Why? I disdain the cold northern winters and yearn for sunshine, outdoors and opportunities for more human interaction. The blog was a way to connect with people and get me through my winter hibernation.

The real motivation is that I am fortunate to engage with others who are open and share their experiences while being vulnerable and inspiring. We all have moments and days that are intriguing, and we are rarely that unique nor alone. Joy and gems come from many places. You are my muse.

When I receive a message and a word of cheer or a question asking me ‘why,’ you allow me to ponder. Life is far more pleasurable when others are with you on the journey.

I am grateful for your feedback. If anything provokes your senses, let me know. If you visit the website, I appreciate the effort, and for those who signed up for the email, I am grateful for your gesture of support.

Feel free to share with others who you think may enjoy the daily musings, and if it is between you and me, that is wonderful. If you want to today, say hi and share a thought at sayhi@unthnk.com With kindness and gratitude

One day like this – Elbow

Superheroes

Mar 1, 2022

They are rare and typically save the day. Yet, when needed most, they appear and selflessly come to the rescue of the masses with no expectations in return.

Beyond the movies, we need them in our daily lives, including in the office. The individuals who rise above the fray and assume responsibility to get things done, or merely to say ‘I own this.’

When there is a need, are you the person who takes it on, or are you more likely to hide and hope to remain unnoticed? We need superheroes and should value them and look to recruit them. But, rather than focusing merely on people’s skills, let’s attend to the character.

Non-negotiables

Feb 28, 2022

The elements that we do not compromise on daily. These are essential to our success. No different from brushing your teeth at least twice a day as part of your hygiene routine or getting eight hours of sleep. Do you have non-negotiables as part of your productivity regimen?

When we pay attention to what makes our days good, productive, and positive, we notice trends. If these practices and habits are not a part of our routine, ask yourself why. Conversely, if you know what works for you, look to embed them as part of your day. Similarly, the habits, practices, and people that drag you down take note too and eliminate those.

Observe, recognize, reflect and create your non-negotiables. You will be a better you for it and they are yours.

Our values matter

Feb 27, 2022

Our values determine us as individuals, organizations, communities, and humankind. They represent us, reflect who we are, and what we stand for. Some like freedom and kindness are even universal.

It is easy to stand up for our values and reinforce them against the minnows, who cannot defend themselves without power and the inability to stand up to you. However, we have nothing to consider when we have nothing at stake. On those occasions, there is no question of our values.

When there is a challenge, our values matter. When something is at stake, or we may incur a loss, and when our actions will speak louder than words. Yet, today we as humankind seem more content to spectate and abhor the tragedy occurring while our values are compromised. With inaction, we all lose in time. In the near-term, watching may seem to be the pragmatic approach for the free world. But, is the history of the past century not recent enough for us to attend to? Our values are in question today.

A few people who can correct this injustice can alter the course. But, unfortunately, nothing inspires them to do so more than their people encouraging them and mandating that we all stand up to universal values.

Are rulers past tense?

Feb 26, 2022

With leadership comes tremendous power, and with that responsibility and ultimately accountability. While leaders can make significant decisions that will have far-reaching implications on the people they lead, its jurisdiction should be used judiciously and with care.

It is simple to state the decision made is in the best interests of the masses when the decision has little benefit to most and the primary beneficiary is the leader or the few close to them. Language has other words that may aptly describe such individuals, of which ‘leader’ is not one.

When the reason for a decision is not widely understood nor welcomed by the people being led, with far-reaching consequences on a broader group, questioning the motives and values of such decision-makers is necessary and their reasons and capacity to lead.

‘Rulers’ is a term less used today, and we defer to the generic ‘leaders’ as the label, when in fact, it is self-motivated rulers who, as history has proven, are rarely correct. With power, we grant our trust to leaders, and those who make decisions to improve the situation for others justly are the ones we should follow and give permission to lead.

The rulers who repeatedly fail us, we must remove. No longer do they represent the will or good of the people. The ones who create falsehoods for their ego are not leaders.

We would like to believe that as humankind, we learn, yet we know that history has a habit of repetition.

As small as we are, we can stand up as one, put in place those people who are there to lead, and let us have no mercy for those who choose to rule. Let this significance apply to groups, organizations, communities, and nations, and be certain decisions are for the good of the people led.

Eternal wait

Feb 25, 2022

First things first. What do you want? Not the material things, since most will be a mere passing satisfaction, but the elements that will inspire you, make you feel valuable, and bring you lasting joy.

When you know, ask why and what you are waiting for.

If we can only hear

Feb 24, 2022

We should pay little attention to those who are critical or negative about us when they don’t even know us.

Instead, listen to those close to you, and know you. If we are fortunate to hear what they are saying, listening with intent will bode us well. They know you, and they not only see you for who you are but are well aware of how your behavior impacts them and makes them feel. If in any way they are courageous enough to share feedback with you directly, listen attentively, and learn. It would be foolhardy to dismiss entirely, and we can always reflect on why they may think what they do and whether there is truth in the statement.

All too often, though, those discussions are occurring behind our backs. However, if anyone is bold enough to provide you with any insight, understand that, in all likelihood, to minimize potential hurt or meanness, it is softened.

No one is perfect, including you. You may initially feel disheartened, but if you choose to, you should appreciate the generosity of the gift being offered and be thankful.

Nurture the talent

Feb 23, 2022

The talent exists. Each individual has some talent. At an early age, we experience diverse stimuli, some we find attractive and lean toward while others never seem to connect with us. Some children are naturals in sports, academics, building, crafts, music, or the arts. A few may show some proficiency and talent in multiple disciplines. As they develop, the focus of their attention is evident as they naturally gravitate to what they are good at and enjoy.

Individuals with talent arrive at organizations that state they develop their people, who then assess and review through annual evaluations, recognize their strengths, and focus on weaknesses. Typically the organizations will invest in them to be better in the areas they are deficient or less interested in. For example, we want the analytical person to be a better communicator, and the individual who performs a function well to then sell or manage people. To what avail? Is this not a model for developing mediocrity?

Let’s focus on strengths and develop the talent that already exists. Then, imagine what that organization may look like if we assemble a team of all-stars for their proficiency and desired areas of interest and further develop those skills. Compared to the one filled with uninspired and unmotivated individuals who are fostering skills they hope they will never have to use.

The notion does not advocate for not working on crucial behavioral skills, but why advance specific expertise that is not important to the role an individual performs?

Suppose we want talent, and we want to keep them. Shouldn’t our focus then be on developing individuals’ inherent and natural capabilities, making that shine, and seeking to help them build their proficiency even further?

I love (…)

Feb 22, 2022

Yes, no doubt there are various things you love—material things, feelings, places, situations, or even people that bring you joy.

What of the immaterial elements others share or provide us with. They bring you some contentment and satisfaction. They gave you something, and now it’s your turn.

Taking the time to express satisfaction in benign and straightforward situations will go a long way. The strange thing is they will likely be more predisposed to giving the same of what you liked again and again.

It may just be three little words, but they deliver far more of a punch than many more complex or costly gestures.

Personal scorecard

Feb 20, 2022

Our fundamental purpose is not about us. It is not about whether we won, amassed the most significant wealth, or had the most friends. The scorecard to our success is simpler.

Did you in your life inspire more than you criticized?

Lose weight

Feb 20, 2022

Not about physical but instead that of an emotional perspective. We know that carrying excess weight limits our movement, wears us down, and requires more effort to do the same than with less.

We pay attention to physical gains in weight and rarely give enough attention to the emotional weight we carry, specifically those put on us by others. The person who drags you down and limits you from progressing like the stealth gazelle you are.

Put yourself on a psychological fitness regime, follow it daily. Soon enough, with a consistent effort to lose weight, you will be operating at a better and happier level.

Specialty

Feb 19, 2022

You compare yourself to others, their achievements, and their successes. They have a successful career, wonderful personal relationships, are funny, confident, and may even look good too. You may say, I want to be like them. I want to write the way they do, dance as they do, or just be them completely.

Why would you?

You are special as you are. You are unique and have wonderful qualities of your own. Focus on those. Don’t waste time trying to emulate others, who knows all the misery they may have beyond the element of glorification you focus on.

Aspiring to achieve or being a better version of oneself is admirable if we focus on ourselves and not seek to emulate or replicate others. You are a specialty. Flaunt it.

Specialty by Howard Jones

Defy societal norms

Feb 18, 2022

Creating a point that we want to strive towards and setting a path to accomplish it is what keeps us moving along and growing. When we have a clear purpose, life is even more rewarding.

When do we recognize that either the goal we aspire towards, or the path we took is not necessarily the one that is correct for us? Our inner guide will be telling us otherwise, that the feeling of discontent or imbalance is normal because society suggests we should persevere or follow the accepted norms, so we continue. However, we fail to appreciate that the same people who create societal norms are the same individuals who are unhappy, have no real purpose, are filled with anxiety, and have mediocre self-fulfillment.

We can choose to be noble, but in whose eyes, since if we cannot reconcile and align our thoughts and actions to a state of ongoing contentment, will society commend us for remaining on a course? The person who changes their career, packs up and moves, distances themselves from unfulfilling relationships, or takes on a different path altogether, is often admired for their courage and even more so for their pursuit of joy and personal enrichment.

In turn, those same people who supposedly defy the norms of society are the same people we applaud for those very actions.

Perils of attachment

Feb 17, 2022

The one element alone that causes much unhappiness: is our sense of attachment to belongings, relationships, and ideals. We attach ourselves to the thing or being and view it as an extension of us identifying us. Until lost.

We are disappointed not necessarily because of the loss but our attachment to it. This may include forfeiture of prized possessions or something we value, and when it’s no longer ours or is damaged, what is genuinely missing other than the item. It’s the attachment that hurts us as if the element no longer makes us whole or the damage sullies us. It was a material object.

Similarly, we create expectations of others, including within the work environment, where we have obvious expectations of how we would like others to behave and perform. We become attached to a notion or belief that we hold. And when these are not met, we are disappointed and dissatisfied. Yet why? They performed to the best of their abilities, and the performance merely missed the mark of our narrative. It was our narrative or own attachment to an ideal. Similarly, what do we lose when we leave a job or retire? In our relationships, attachment causes us to feel lost when it is no longer attainable or available as we wanted.

If we can detach from a glorified idea of an item, ideal, or a person, and appreciate we are whole without and it is a notion we manifest that troubles us, we will likely find a higher sense of happiness and less hurt within ourselves, when without.

Employees will reward

Feb 16, 2022

We can have clear expectations of our employees (as we should). There is a tacit agreement with both parties that includes obligations, expectations, and responsibilities.

While we expect a strong performance of employees, the same individual also leaves work and has to face the various challenges their personal lives present. It cannot be divorced. If we want the best from them, they holistically need to be at their best.

Sometimes, all it requires is a little caring and compassion. Step back and ask a few questions. A little support goes a long way, and in turn, there is often reward beyond the investment required, if any was at all.

Alpinist

Feb 15, 2022

The incredible documentary, the ‘Alpinist,’ sets out the life of Marc-Andre’ LeClerc, a young solo alpine climber who defied the norms and changed the way those in the sport see what is possible even acceptable.

The cinematic portrayal of his feats is incredible, and for those who may prefer their feet closer to the ground, it’s exhilarating and frightening.

What’s clear is that Marc-Andre’ took on what he was passionate about with vigor each day and did it for the sole purpose of doing what made him feel great, knowing full well that he was putting himself at risk. Yet, it was the risk that was the drive. To be fulfilled and continue to enjoy what he did, challenging himself and taking risks was necessary. His desire to see if he could and the pleasure of doing it drove him, even though many believed he couldn’t do it.

How many of us do what truly makes us happy? What risks do we take to attain that sense of personal euphoria? Or do we highlight all the reasons we cannot take risks, often because our narrative says we are being unselfish and considerate? Then, when those people are visibly not dependent on us any longer, what is the new narrative we choose to tell? Is it age, a lack of finances, or some equally seemingly compelling version of the ‘not the right circumstances for me’ story?

The emptiness you feel is absolute. It is only you who knows what you’re yearning for, and it’s only you who will change that narrative to your reality. Therefore, we should find our mountain and look to attain our focus since we, in turn, may ultimately inspire others who may have said it is not possible or I cannot take that risk.

The day of love

Feb 14, 2022

Valentines Day is the day of romantic love, gifts, overpriced roses, and packed restaurants. The concept is simple and beautiful but for the day’s commercialization, especially since it is not the material goods that we cherish in the long term.

What if it was a day where we express our love beyond just romance, but instead to humankind, by being caring and kind. For one day, we can wear the proverbial rose-tinted glasses to lend a supporting hand, give the benefit of the doubt and refrain from negative critique instead of feeling falling prey to a sense of aggrievement or disappointment in our interactions.

We impact our environments, and instead of solely worrying about gifts and romantic gestures, consider how actions and words today can bring joy into another person’s life and create positive momentum.

Forest bathing

Feb 13, 2022

The stresses of life today, while in some instances eased with technology, have in some ways become worse with added complexity and complications. We stifle ourselves sitting behind screens and within walls, and with the heightened anxiety in our society, we must seek calm within our lives.

The Japanese practice of forest bathing suggests we need to immerse ourselves in nature and find peace and tranquility. Research has proven that those who find the time to immerse themselves in nature are typically better performers. While exercise and walking are beneficial, doing so in crowded, busy, and congested environments can increase our anxiety as we deal with traffic, abrupt loud sounds, and a constant awareness of potential dangers.

Instead, take a walk through the forest or a quiet country road. Sit alongside a stream and watch the water break over the rocks as it slowly laps up to your feet and the coolness refreshes you. Walk barefoot through the lush green grass. Trample through snow and breathe in the crisp air. Take in the sounds, feel the undulations under you, smell the air, and allow your mind to immerse into the moment. Find your happy place. And yes, leave the digital distractions at home: no calls, reading, texting, or listening— a date of sorts, just you and nature.

All to lose

Feb 12, 2022

The men’s halfpipe in the Winter Olympics was won by the young. almost too young-looking dreadlocked, Japanese snowboarder Ayumu Hirano, with a superb run and the flawless execution of a frontside triple cork. *

In the final run, with nothing to lose, he was relaxed and easily beat the top score on the leader board. He crushed it.

From the earliest of days, our teachings are to calculate risk, be cautious and weigh our decisions for longevity.

Yet sadly, that is not life in totality. There are times that if we do not put ourselves out there, we will never know. Comfort, ease, and caution are the killers of brilliance, growth, and exceptional.

What is your half pipe? If you feel you are not competing, why not? Even if you are retired, there is likely something you are striving to be good at. Maybe it is kindness, a better person, a career, or health. Regardless, you have nothing to lose by entering the race and declaring your intention. Yet, by not taking on the challenge, we already lost.

* “The triple cork — full name: frontside triple cork 1440 — has long been something of the holy grail in snowboarding. Consisting of three flips and four total rotations, the triple cork has lured many hopeful snowboarders to their doom … or, at least, the end of their medal hopes.

The problem with the triple cork is this: rotating four times in the air takes a long time, and in order to buy that much time out of a halfpipe, you’ve got to be 1) going very fast when launching into the air and 2) going extremely high in the air to pull off the trick. Halfpipes at the elite level aren’t small — the one in the Olympics is 22 feet high — and even the slightest miscalculation of any element of the trick can lead to, best case, the end of your run.” Excerpt from Jay Busbee: The cork, the judgment and the GOAT: the day snowboarding changed forever.

Indispensable exercise

Feb 11, 2022

A common element widely shared among successful people in all fields is that exercise is the elixir to better overall performances. It provides stress relief, the impetus for creative thinking and problem solving, for hours beyond the activity.

It is all too simple to neglect the need to exercise. We typically don’t enjoy putting ourselves in uncomfortable positions and avoid them at all costs, and exercise can feel incredibly painful. Yet, if we want to perform better, we may be overlooking the one element with far-reaching benefits.

When we exercise, we nurture our minds and bodies for success. The benefits to the body are apparent with improved metabolism, likely better nutrition choices, and a positive self-image from feeling better. Plus, research supports that individuals who exercise regularly lead healthier lives, are less prone to illness, and live longer.

You may say that’s great, but you don’t have the time because you have so much else to accomplish. The benefits to the brain are less publicized yet warrant attention. Exercise will increase your levels of good neurotransmitters such as endorphins, dopamine, serotonin, and noradrenaline, enabling you to make better decisions and focus for hours beyond the exercise. It also improves long-term memory, brain strength, and longevity while improving our ability to learn and retain information.

We should be asking ourselves why we do not take the time to exercise. As little as twenty minutes every other day will significantly boost how you look, feel, behave and think. Possibly a mindset change is required and use another word, such as activity. Don’t think of it as the forms you dislike, but rather those activities you enjoy. It need not be gym, running, or weights, but mobility walks in nature or swimming. The options are endless. How might you think by dedicating time to fuel the body and mind, and so much on offer?

Welcome criticism

Feb 10, 2022

When we were at school, we likely did not appreciate the failing or poor grades we received in any class and the ongoing persistence from our teachers to improve. Similarly, playing a sport where the coach gives guidance and perpetually corrects the player to enhance skills, be more adventurous and experiment, or not take risks. Yet these instructions and critiques are the exact moments where we learned and grew as students, athletes, or people. Was it personal, or was it instead to help you improve the task or function you were performing?

We become adults, and as we progress in our careers or any new position, we are less open to feedback and advice. Instead, we hunker down and take it personally. At what point do we believe we know everything and have no room for growth? Once we take on this mindset, how do we expect to be challenged and develop further?

Instead, be thankful to those who offer us input and guidance and challenge our thinking. You may not appreciate hearing it or like the tone, yet it is those moments that will ensure that we continue to be our best selves.

Stop with the F word

Feb 9, 2022

Who does not feel the need or occasionally enjoy cussing to emphasize, exaggerate or vent? There is a small personal sense of fulfillment in doing so. Why? Very likely because we know that it’s not the acceptable language, and we can break the rules and get away with it—a sense of being bold and risky.

To what benefit other than that momentary satisfaction, and by whose account? We need to question the motivation for a person who feels the need to use expletives constantly. Maybe it’s for pleasure. Perhaps they lack a command of appropriate colorful language to help express themselves, since how can one word comprehensively describe so many situations, verbs, and nouns? Possibly they seek a sense of power or are compensating for insecurities and inadequacies.

If it is inappropriate with some people or circumstances, why will it be appropriate in others? And who dictates these boundaries? Surely if we can come up with abbreviations for words or seemingly in a clever way disguise words with others, we may well be able to take command of the appropriate language with similar ease.

You may obtain the reaction of attention you need using a word once, and possibly with some justification, yet beyond that to what avail and whose benefit?. Do we genuinely recognize those who perpetually use profound, request cussing to make a point? In all truth, we barely notice serial users, and if we do, it is for the expletives and not the richness in the content of their message or point. No one is impressed, so we may as well stop.

Let’s gamble

Feb 8, 2022

Life is a gamble. You win some, and you lose some. You may be fortunate never to have lost any, but then again, that will likely only happen if you are not sitting at the table.

There are many tables. You could be at one where you always win: It’s safe, predictable, but in all likelihood, it’s also rather dull and mundane. You can deal with it almost with closed eyes, or so it seems. The chances are slim that you will win big either.

Or, you could sit at a different table. You choose a career, a new job, a specific position, and take a chance. You move to a new city, build a relationship and create friendships, all with their risks. Yet, at each point, we are going through your internal assessments, weighing the odds of your success, and picking one you think is stacking in your favor.

Where in your life have you attained success today without taking some risk? You may be apprehensive, but when you haven’t gone all-in, you have typically not succeeded. Yes, life is a gamble, but taking a risk on yourself may lead to some of the biggest wins in life.

Don’t lose it

Feb 7, 2022

That is your anger and composure. We get angry at times because of something that happened or perceive it as unfavorable to us. It happened in the past, and while you may have reason to be disappointed and displaced, why lose your temper? Who will that help?

When we lose our temper over something that has happened, we often find the misplaced anger now becomes the focus of the attention rather than the event itself. Suddenly we are labeled as angry and viewed negatively, even though the action against you may have been egregious, making your reaction justified. We may feel anger, but expressing it is the issue.

Then there is the anger of the future. If you are getting angry over something that has not happened yet, stop yourself and ask why. Why do you want to get yourself wound up over something you do not know will happen? It is also probable that what you think may happen won’t have the same severity you expect, so why waste good energy on negativity?

Be calm, and if you find you cannot because you are burning inside, stop and ask how you want others to label you and the purpose of your anger? Then, control the anger, but if you find it difficult, hold back and don’t show it.

We bought a zoo

Feb 6, 2022

A beautiful book and movie about the life of Benjamin Mee and his two children, and the happiness we can experience while overcoming life-changing and everyday challenges, that life serves us.

While this true story is about family and love, memories and living, there is an underpinning storyline of tenacity and commitment to a mission far greater than ours. When we do find that purpose we discover resolve and resourcefulness, well beyond our perceived inherent limitations.

The key as stated is ‘when you do something for the right reasons, nothing can stop you.’

20 seconds of courage

Feb 5, 2022

That is all it takes. To put yourself out there and be bold. To quit a job, to pursue a daring endeavor, to make a decision, to be courageous.

And 20 seconds is all it takes to build resilience, find happiness and live your life. Reach out with your hand, say what you feel, show what you believe. You may meet resistance or be denied, but then you will know. If we never leap, we will always sit and wonder and reflect on ‘what if.’ Regret is a pitiful state since it is in our control.

Twenty seconds is all it takes. Where is your courage deserving?

Time is of the essence

Feb 4, 2022

We say that life is short and that we have so little time to do what we want to do. Yet we waste it. Our time is valuable, and we must treat it as a finite asset. Yet, it is not the amount of time we have that is the issue, but instead, how we use it.

Treat yours as the limited resource it is and use it with care. Give it to the initiatives and people who are deserving of it. If someone asks for your time that you know will be wasteful, decline the offer. When you find yourself going down the proverbial wasteful rabbit holes, pointless meetings, social media, etc., stop yourself—plan to spend your time on what and those that matter most.

Don’t waste another moment. Start today.

Live your life

Feb 3, 2022

We are born to parents we do not choose and inherit a family name, which we also don’t choose. Our parents, or others who care for us, give us a name that they believe will reflect our potential superpower. We grow up in a neighborhood chosen by others. Off to school, we go and are encouraged or coerced to excel academically, participate in sports and activities, often at the influence and insistence of others. We may then select to go to college or take a job based upon further guidance or our uninformed view of what is ‘best for us.’ What is good for us is carefully set out. We embark on a career we did not imagine based on our talents since it makes sense. You seek companionship, find time to meet someone, and soon you placate the repeated advice of your love interest. Then comes marriage and children, and with them, you make new decisions based on what may be best for them and their future prosperity. Your spouse also has some strong ideas of what is needed, and they become seamlessly entwined into who you are and what you do.

So, whose life are you leading, and where is it going? Is this who you wanted to be? Possibly you resolve for yourself that you are content for now, and one day you will do what you choose to do. But, when is that day, and will it ever come?

Time is limited. We should not be selfish in our decisions, nor should we be selfless to the point that the life we are leading, where we live, what we do every day, does not remotely reflect the ideal we would choose. But, it is never too late until it truly is.

Possibly, you can make the changes you want that will bring you to your ideal and the remarkable life you deserve and desire. Stop chasing other people’s wants and living their lives. What has passed will not be undone, yet what lays ahead is a blank canvas.

Allow yourself to open new thinking to the person you want to be. Then, when you do pass away, the tombstone will reflect your name and that alone. It does not reflect the ideal that others may have had for you all along. They, too, have the same opportunities.

2.2.22

Feb 2, 2022

Embrace the day. Regardless of which continent you are in within the world, the date will read the same despite the order of the preferred setting and sequence you use. The order of the day, month, or year matters not, and assuming we only state the year within the century, there are four 2’s and nothing more.

It may just be another day, and while you may think there is little to celebrate, you likely have something to be pleased about. Start by merely writing the date. A simple exercise, and marvel at its uniqueness and significance.

Take the time to enjoy the moment. Do not dwell on yesterday or long for tomorrow since neither of those we control and are not ours to long for. Yet today is ours to cherish and maximize, as we should any and every other day we get to experience.

What will you do to make this unique day special?

Grit

Jan 31, 2022

Rafael Nadal fought back yesterday from two sets down to win the Australian Open in tennis and become the player with the most Grand Slam wins with 21. For many players, you would think that the game was over after two sets down, yet he has consistently shown an ability to come back, point by point, and slowly get back into games. After over five hours and 20 minutes, Nadal was the victor.

Yet, Nadal has shown what is often needed to get on top and win. It is a determination and deliberate focus on each point, one at a time to get back. He maintains his focus, stays with his process and plan, and concentrates on what he does best. Even when he may be playing below his level, his intention and drive keep him on top.

As we near the end of January, you are likely looking at the year to date and questioning your resolve in working towards new year’s resolutions, personal and professional, and those of your team. You may be thinking it is all the same again, so why bother. Less than ten percent of the year is behind us. We have the majority to go.

The quality to embrace is grit. Take a moment and consider:

– Do you have a clear outcome you are working toward? If you have a long list, which one is most important now?

– What is the smallest action you need to take to create the habit.

Find your grit. Confirm to yourself what you are capable of since it is your self-belief that matters most. The game has only begun.

Why not you?

Jan 30, 2022

The individuals that we admire and look up to were not born those people. The visionary, the artist, the poet, the leader, the athlete, the carer, the coach. Not one has the recognition or achievement at the outset, and many may have risen from a place of obscurity or supposed darkness to take on their mantle. It was not a birthright.

We can be who we choose to be, and it may just be you.

Accept the advice we offer

Jan 29, 2022

We see things so clearly when we look at the situations, challenges, and opportunities others have. Our clarity comes from neutrality, limited bias, and openness to diverse perspectives.

When we then face similar questions at work, personal lives, and other fronts, we freeze. Instead, we get caught up with emotion while the clarity, objectivity, and diversity in thought we have when observing others’ dilemmas vanishes.

Step back and ask yourself one question ‘what advice would you offer a friend in your predicament?’

And then take it.

unmask the appropriate focus

Jan 28, 2022

The past few years have revealed several social and political instances that highlight fundamental challenges. At times the focus may seem to be the correct one, and in other cases, what appears to be the forefront are elements that mask the proper matter of concern.

This behavior applies to the workplace and our personal lives where similar sensibilities and thinking prevails. When a problem manifests, or an issue comes to a head, we typically look for the most straightforward and obvious matter at hand. We want to assign blame and accountability to others. Rarely do we stop to look beyond the instance and question the underlying reasons for the concern.

When we assign blame, we have now provided a form of resolution. However, this rarely and adequately addresses the problem and solves the underlying issue.

To look further can be difficult and may require us to question our values and judgment. The question we should ask is, ‘are we reflecting on the real issue, or are we using superficial elements like the mask for our own, or possibly an even bigger, shortcoming?’ Addressing mistakes in the projection or delay in the release is far simpler than addressing the poor organizational culture or misdirected leadership. The clothing left on the chair or not helping with cleaning up easily comes forward compared to the lack of intimacy or extent of boredom that may exist.

To unmask can be painful. It brings much more to light. Yet when we do, there is nothing left to hide, and instead, we can begin to solve and address the fundamental problem. On the other hand, if we do not look to remove the mask and handle the actual situation, other inconsistencies in the work or relationship will always draw our attention.

Healthy workplace myths

Jan 28, 2022

The workplace is rife with myths that often do not have any semblance of building collaborative workplace cultures. While some elements are attributable to individual behaviors, others reflect collective beliefs of what is noxious.

Here are some to consider and reflect upon:

Not all conflicts require resolution. They can be left alone.
Being honest may hurt someone’s feelings, yet it’s sometimes necessary.
Some relationships are not meant to be, especially if it seems like a struggle each day.
It is healthy to disagree. It allows for growth and suggests open engagement.

You don’t need to have all the answers. No one does, and it is foolhardy to believe that.
Seeking support is a strength. It reflects an understanding of your strengths and those of others.

Often our desire to project an alternate persona in the workplace will result in actions and behaviors that do not reflect ourselves ultimately, and in doing so, will create tensions and mistrust that is prevalent in many work environments.

Some of the myths we tell ourselves are just that: made-up stories we tell ourselves. If the story is not working, it may be time for us to create and share a new one.

Stripped down for ease

Jan 27, 2022

The best intentions will fall prey to the unstructured evolution of the idea, creating more complexity and confusion beyond the initial intent, missing the objective, and adding a dose of agitation.

We design a simple process to provide all users with clarity in how we perform a task and insight into much-needed data to enable better management and decision making. However, what begins as simple will likely have someone requesting more fields, then altering for a subset of individuals or situations, and later amending further for supposed simplicity. We soon find we have created a complicated process that does not fulfill the initial goal, is convoluted, and is reluctantly and inconsistently used by the necessary participants.

When we design any new process to help others, let’s be clear of the purpose and outcomes. Then, understand what is essential to attain the goals and include those elements at the forefront of the process. Beyond that, for each component we consider including, let’s ask ourselves, “is this critical, and how will it impact the users or complicate?”

The problem is that the process designers are rarely the users of that same system. So while introducing some creativity from outsiders is useful, let’s be sure that what we design is meaningful and valuable to those who will use it, or else why develop it.

Own our flaws

Jan 25, 2022

The most brilliant composer, musician, artist, parent, teacher, athlete, student, professional, worker, partner, boss, or whatever title they associate with, each of them, while as good as they may be for their prowess, all lack or are wretched at other undertakings.

That is true for everyone. Yet, we don’t think anything less of them or their accomplishments. Just because they are proficient in one area does not suggest they excel in all other facets.

Yet, we are obsessed with what people do not do well. We are likely to highlight the flaws of coworkers, our boss, our partners, or even friends. In all likelihood, they are doing the same when thinking about you. No one is perfect, and that is human.

If we can accept our flaws and own them, we can liberate ourselves. Others no longer have the license to talk behind our back about the issue since we own it and have put it out there on full display. Yet, we are a little ahead of others since accepting our flaws brings us closer to addressing them.

We should accept that being ‘flawless’ is a myth. Instead, acknowledge that we have tremendous strengths, and they trump our shortcomings. It is uplifting to know that we are in good company, and what we do to address our flaws is what matters most.

The framing effect

Jan 25, 2022

How the information is presented will create an element of bias and alter our perceptions and actions accordingly. For example, we view a product that will eliminate 99% of the Covid virus as more attractive than one that will eliminate all but 1% of the virus. Who wants those germs left behind?

The framing effect will have both positive and negative impacts on us and affects us individually, as with the disinfectant, including on a systemic basis. Lobbyists, organizations, and the media will present information in such a way as to create bias. For example, reports suggest that the cost of eliminating carbon emissions is a costly endeavor that will negatively impact many underserved populations. Yet, less emphasis is put on the effect delaying action will have on increasing economic issues, or that the current state is a result of industrialization, which created the existing global imbalances that will essentially compound, to the detriment of those who can afford it least.

Yet, the nature of and format of the information presented or emphasized to us will alter our views since our brains look for shortcuts that will help us arrive at a state of grasping a positive gain. Since we want to avoid losses, a loss reduction appears less valuable than the equivalent reciprocal gain, so we favor the positives.

Paying attention to the framing effect is essential, and while it can be advantageous to us, it may also bring negative bearings. This is valid at a systemic level, organizations, and individuals, on a personal and professional basis.

Similarly, how we present information is critical, a local store offers loyal clients a discount, and when they total the purchase, they will state, ‘you have saved $XX, and the discounted total is $XX.’ It is the same net amount; however, we remember the savings.

Being mindful of how we present information can prove beneficial to us, as is being aware of how it is shown to illicit a supposed positive response with longer-term adverse consequences.

What we see can alter our views and choices, and the details do matter.

Predicting the future

Jan 24, 2022

Events occur, some of significance or insignificance, some personal, others systemic or societal, and impact our lives to some extent. In instances, the events only occur once in our lifetime, yet history is known to repeat itself. If we observe closely enough, we can predict the occurrence and outcome of events with some degree of certainty.

Some professions and industries use this information with a significant degree of accuracy to their, and ultimately our, benefit. Typically, the decisions are favorable to all concerned, and therefore the decision is simpler to make and accept.

We recognize and choose to ignore details and facts, not due to a lack of awareness, but instead an unwillingness to acknowledge. The information we have is contrary to what we want to believe or are currently enjoying, and the change is less favorable or inconvenient for us. So that may be initially, yet inevitably not likely.

Why do we persist with elements we know will deliver negative results or have disappointing consequences? The decisions feel disruptive. How will prolonging the employment of a subpar employee, holding onto a doomed investment, remaining with an errant partner, or even ignoring the pandemic trends, help us?

Far more is within our predictive capabilities than we choose to acknowledge or accept. So the question is, to what extent does the information suit us now?

Thoughtful in gratitude

Jan 23, 2022

You may be one of those individuals who is thoughtfully using the new year as a manner of embracing new goals to be a better person and, ultimately, to like yourself more.

When thinking of our accomplishments, we may want to consider our impact on others.

Some questions to consider:

What is your true purpose, and what will you be proud of saying you were an instrumental part of?

Do you feel fulfilled at the end of each day?

Do you have a sense of inner alignment?

Did you do your best?

If in any way we are feeling a little unsettled, why not take the time and ask yourself why you feel like that? The answers are within us, and the question is whether we care to ask ourselves, be open, and then listen.

Which truth

Jan 22, 2022

While we ponder what we believe is true, do we stop to ask ourselves where our truth emanates from and how true what we hold to be correct is?

The truth is, we mostly hold to our narrative, which may have less bearing on reality than we think or desire, and are distant from fact or specifics.

Ask ourselves what is true, and even more so, why that may be for us.

Anger as an asset

Jan 21, 2022

In society, anger is frowned upon and considered a weakness. Yet, we may encounter a situation that will anger us and, in turn, ignite us to be more competitive and strive for success.

There are numerous examples of individuals who self-confess as angry and use it as the basis for their inspiration and success in sports and business.

Anger as an emotion is not the issue but how one uses it. If we use it to be aggressive, mean, and unkind to others with the intent of inflicting negativity and pain, it is a terrible behavior and one to be curtailed. However, if we use it to fuel an inner ambition and overcome adversity, it may be our secret sauce to victory.

Bereavement rituals

Jan 20, 2022

Cultures address death in diverse ways, and some follow specific traditions, which may include mourning, viewings, burial, cremation, celebrations, removal, and a selection of other rituals. In all cases, the intention is to pay respects, celebrate the life of the one who has passed, bring closure, and enable the survivors to move forward.

Possibly, we should look at the end of employment, business contract, or relationship similar to that of death. It is over. How do we bring closure to it and recall the good memories as well as move forward?

Lamenting a death and being filled with regret does not alter the physical state. On the contrary, our emotional state feels the most significant pain and prolongs discomfort. However, we may want to foster a tradition and celebrate the passing of a chapter to bring the necessary psychological closure we require.

Progression is Asynchronous

Jan 19, 2022

From the earliest age, children participate in sports and other extracurricular activities. Some may enjoy their choice, and others will soon move on to try something new. While others see them giving up, they have simply expressed that they no longer relish it and would rather spend their time doing something enjoyable. Possibly we should refer to it as acute self-awareness rather than quitting.

The kids who remain in the activity progress. Some dedicate themselves to it through a passion or possibly through parental coercion, but inevitably they begin to develop. A few excel and are seemingly at a different level than their fellow participants and teammates and seek alternate opportunities or participate with others at a similar competency. The kids know this. After all, who wants to spend time doing an activity where everyone else is far better or worse than you?

On a social level, the children develop friendships, and some prosper as they align with others who share similar interests, ideals and establish common bonds. They appreciate that there is no permanence in choices or status and that it is acceptable for us to develop differently and to have divergent needs.

We then become adults, and we forget or scorn this natural order. We choose a career that we believe we will enjoy or enjoy for a while, only to discover that we are bored. We find out we are not very good at our job. Instead of moving on to something we are passionate about, we persevere because we are a ‘place job title here’ and must improve. So we remain discontent, miserable, and ineffective while some of our peers excel in their roles.

The same applies to friendships and relationships. We develop them through shared interests and ideals. As the years pass on and we hopefully continue to grow, soon enough, our dreams and interests evolve too. Yet, we find that those with whom we previously shared ideals are no longer aligned. The new predicament confuses us, and instead of appreciating this mere fact, we look at the other person and begin to judge them negatively because they are no longer the same as us. We may even attempt to get them to change and be more like us.

Possibly we should embrace the instincts and courage that we exhibit in our youth, where we have a strong innate sense of what works well for us and what interests us. Appreciate that it is not a good use of our time and energy to prolong an activity or friendship where we are not aligned. It is ok that things have changed because we will continue to grow, and self-awareness is not a flaw but instead a skill to recognize our innate sense of self.

Beyond magic

Jan 18, 2022

We stop ourselves from doing something of significance, but why? Yet each day, we will happily sit with mediocrity and then complain about our lives. We are not in a gratifying job, and our relationships are complicated, leaving us disappointed and with a sense of emptiness. Those may well be true, but worse off, and you are doing little to change the situation.

No one knows what the outcome will be for you. But, if you don’t, how can anyone else even assume or sense what you may and or may not do to alter the outcomes?

We do not know with any certainty about much. Yet, if we wait for it to all magically appear and present itself to us, we will be waiting for longer than we’d hope. For magic is about creating illusions that defy what we believe and know to be true yet remain an illusion.

Get on with making it a reality and not merely a figment of imagination. Only when we do and try will we have any sense and possibly know what was possible.

Not in vain

Jan 17, 2022

When Martin Luther King Jr. steadfastly persevered with a purpose to attain equality for all the people of the United States of America, he did so to the extent that it led to his death. This dedication he made to a purpose beyond himself is most notable.

While significant change has occurred, we know that there is still a long way to go. No person should die in vain, and the ability to ensure that that does not happen is ours. If you believe in equality, ask yourself: what am I doing to ensure that change occurs?

A positive thought is good, yet individual actions will amount to notable change.

Silence is Golden

Jan 16, 2022

There are too many situations when the less said is far more valuable.

Is silence best practiced when:

We are angry and have little control of our words?

When someone always finds fault in others?

We wish to express unkind words?

We have nothing of benefit to add to the conversation?

Others want to be heard and are not seeking advice or an opinion?

No one asked for our input?

Take a brief moment of silence and reflect on how we may practice silence to help create a happier state for ourselves and those we interact with, and in time help nurture a society with less angst and increased joy.

Walk away, chin up

Jan 14, 2022

Persistence and grit are valuable characteristics admired by others. Yet, there are times that these qualities may not be most beneficial to us. There are times when walking away makes sense.

In moments of tension and where emotions run high, taking a step away for a short time may help the situation. Space can often provide an alternate perspective.

When someone or an organization chooses not to respond to you and eliminate you from their world, it is likely best to walk away.

After all, if you want others to respect you, you may need to begin with self-respect.

Walking away does not mean you do not care about something but instead suggests that you care about yourself and respect yourself even more.

Gratitude to adversaries

Jan 14, 2022

“A wise man gets more use from his enemies than a fool from his friends,” said Niki Lauda in the movie “Rush.”

Too quickly, we dismiss the opinion of naysayers and critics. This is not to say that we should lament their inadequacies or insecurities that they may project to us to overcome their shortcomings.

Instead, focus on using these as our stimulus to help guide us towards the obstacles and an incentive to elevate ourselves. While that adversary may be our thorn, in many ways, if we breathe deep, they may be who drives us to attain far more.

Get close to death

Jan 13, 2022

Numerous individuals proclaim that they felt more alive when presented with the news of impending death. They felt liberation and exhilaration. Racing car drivers risk their lives daily to pursue their passion, and they do so to some extent because of the same excitement and a sense of feeling alive. They appreciate that each day may be their last.

Does that suggest that we should be close to death to be alive?

While we may never want to willingly put our lives at risk, what if we put our sense of self in the position of death? What would we amplify, what would we start doing, and what may we stop? Similarly, how would our behaviors alter, and who would you seek to spend time with? At this stage, the primary obligation you have is to yourself. Even if we choose to remove the physical comforts we enjoy each day and remove them for some time, we will likely appreciate those more

There may be some justification in considering our mortality, not morbidly, but instead with a sense of defined limits and finality. As a result, our focus will be more explicit, and we may even surprise ourselves with what is supposedly essential today that we will gladly leave behind, and in turn, what we pursue with vigor.

Murky waters

Jan 12, 2022

The pond that is deep and murky is confusing for all. Looking in, we have no sense of what lies beneath or where to step. It may be difficult to see the top within the pond, know where to go, and the dangers. Who would choose murky waters?

Yet organizations and even individuals are constantly creating muddy waters. A lack of clarity in focus, direction, and outcomes. How does this help anyone?

It is challenging to develop clarity, yet when we do, the waters become easier to step into, we know where we are going, and we recognize when we have arrived.

Teaching them

Jan 11, 2022

While there is the temptation to provide others that we support, guide, coach, or lead with the answers they need, how will this help them or us? If our immediate inclination is to tell them the solution or solve the problem for them, or at worst do it on their behalf, let’s guess what we may be doing next.

If we take the time to allow them to resolve the problem, we have let them recognize the issue and possibly even solve it independently. While you may have the answer, resist telling them if they cannot arrive at it themselves. Instead, tease the details from them. Give them thought-provoking questions, allowing them to see the problem from an alternate perspective.

If we can do this, we will likely find they will be able to find the solution themselves and will be able to solve for themselves in the future without your involvement.

Unequivocally yes

Jan 10, 2022

We agonize over decisions and deliberate if something makes sense for us or not. When we cannot arrive at a decision, it is worth considering our hesitation and why.

Inevitably, we may want to listen to our innate senses when we cannot decide. For example, the person you were looking to hire does not seem right. The transaction you are considering looks a little concerning. The new position you are contemplating is daunting, the expense, the relationship, and so on.

Suppose it is an important event and significant to your being, and even in some minor cases, we should genuinely listen to our senses. If it is not unequivocally absolutely yes, it very well is a definitive no. So cut your losses and move on.

In a world of almost 8 billion people with infinite possibilities and opportunities, this one is just not for you.

The jackpot or poison

Jan 9, 2022

There are numerous recounts of individuals winning the lottery and then finding their lives turned upside down. They have new problems, are targeted, and the balance they once had in their lives is no longer in place.

Similarly, no one wishes to go broke or be diagnosed with severe disease. Yet, in these instances, some confront their misfortune and begin to appreciate overlooked aspects of their lives and use it to establish a foundation for gratitude and personal growth.

Both are change agents offering potential divergent outcomes.

It is not only in extreme instances but daily occurrences that we have the potential of hitting the jackpot or taking the poison. For example, you lose a client, get a new errant boss, lose in a relationship, fail an exam or miss a promotion. While we may consider these as unfavorable at the outset, they are an opportunity for us to reevaluate our values and actions and position ourselves to do and be better.

The event that transpires is not of most significance, but instead how we view what has happened and what we choose to do next.

It may be time

Jan 8, 2022

We can ponder over situations and consider what our next steps should be.

When it comes to relationships, both professional and personal, that time may be when promises repeatedly become sorry.

Live like 007

Jan 7, 2022

“The proper function of man is to live, not to exist. I shall not waste my days in trying to prolong them. I shall use my time.”

Spoiler alert from the latest James Bond movie, No Time to Die. How apt in our time where lifespans have increased dramatically over the past three decades and the expectancy that fifty percent of people born today will live to be one hundred years old. Longevity has become the objective, as has preservation and prosperity.

Possibly living should be the objective, not reckless, yet with purpose and fulfillment.

The whole passage from Jack London’s quote circa 1916 “I would rather be ashes than dust! I would rather that my spark should burn out in a brilliant blaze than it should be stifled by dry-rot. I would rather be a superb meteor, ever atom of me in magnificent glow, than a sleepy and permanent planet. The proper function of man is to live, not to exist. I shall not waste my days in trying to prolong them. I shall use my time.”

Winning in uncertain times

Jan 6, 2022

The pandemic has provided new and unexpected challenges for individuals, companies, and organizations in the past two years.

One element revealed during the period is that the organizations with creative leaders at the helm fared positively and succeeded. Creativity does not suggest a flamboyance nor abundance of new novel ideas and flair, but instead the innate ability to look at the situation differently. Seeing cases for what it is and not for what we would prefer for them to be and identifying possibilities and opportunities with their assets and the situation at hand.

We may stare at the donkey and will for it to be a horse, yet it will remain a donkey even if we choose to call it a horse. The sooner we accept we have a donkey and understand the value it brings, far different to that of a horse, how fortunate we will be not to expend unnecessary energy or thought on something that will not be.

Those organizations who continue to blame the pandemic for their demise some two years later, yet have not fundamentally altered their plan, will likely have another reason at a later date not to succeed. Look at what you have, the strengths and capabilities, and understand how to utilize them to the overall benefit best. Creativity comes from what we have, not what we wish we had, and it is dependent on us to leverage it now rather than wait.

Rituals in the digital age

Jan 5, 2022

Some common and accepted rituals from a few years ago are no longer regular practice. For example, in Japan, it has always been considered a sign of respect to exchange business cards precisely, with bowing, a specific way to hold and hand the card over with formality. It was important for any business relationship. In China, a gift may be appropriate, and in many countries, there is a dress code, and people sitting in a room at a table and arriving and leaving a room were all critical.

The digital age has forced us to reassess rituals, especially today when far more meetings are remote, and the need for face-to-face meetings is of less importance. How many people still have a paper business card? In a remote meeting, who is at the head of the table?

In a time where rituals are shifting, there is likely an even greater need for a sense of etiquette to emphasize a level of respect. Have we taken the time to reassess them? Is it appropriate that we are on a Zoom and choose to keep our camera off? It may be a small thing, but then again, either you are in a meeting, or you are not. In our daily communication, when we are in conversation with others, do we merely not respond to them or not permit them to speak. Likely not, yet in various digital communication, ‘ghosting’ others is now almost standard play.

Regardless of the times, respect is still an accepted norm, not only for others but also for ourselves. While we may consider certain elements just dated rituals, do features such as decency ever date.

May kindness and consideration prevail regardless of technology.

Be excited

Jan 4, 2022

The first workday of the year is now behind you; how do you feel? Finally, life is getting back to current normalcy past the typical end-of-year holidays, parties, daily disruption, and for some, a break. You may have even taken some time to think about changes you want to make this year: goals, resolutions, behaviors, or skills.

Take the pulse of your being. How do you feel? Are you excited? If not, ask yourself why. Are you excited about the year ahead at work, the aspirations, and the changes? Are you ready for the challenges? What about your personal life? Do you feel optimistic and invigorated for the year ahead with the plans you have made, what you are looking to achieve, not only tasks, behaviors and skills, and your relationships?

If you are not excited, it may be worth your while asking what is missing. Is your body telling you something is not aligned and beckoning you to listen? It is simple to say it is the post-holiday lull, and you will get back into the flow. Yes, you may, which could suggest you are settling for less than you desire. Instead, what the break has afforded you are a few days to ponder and reflect without the typical distractions and momentum that masks this sense of lethargy. It is simple enough to assume that an external factor may change our excitement level Yet, like any new job or relationship, it is all exciting at first, or at least we hope it was, yet if we are not growing within the position or partnership, we are likely to become stale and hunger for more.

No one or no entity will create excitement for you. So instead, spend the time, understand what you need and desire, and then seek the solution. You can find it if you look. Speak with others. Share your thoughts. It will help you think more clearly and lead you to a faster solution.

It may be a simple element or possibly life-changing, but creating alignment will provide you with energy and motivation in all facets. It is the start of the year, and you can be excited. If not, let’s find a way.

Mental cleanse

Jan 3, 2022

The benefits of a gut cleanse are well documented and provide an opportunity to physically rid the body of toxins and allow it to heal and regenerate. In addition to the physical cleanse, it usually provides other benefits including better sleep, increased energy, and an alert mind. We cannot fully appreciate the impact this has on us until we go through a cleanse and feel the results ourselves.

Another cleanse that is less publicized but just as beneficial is a mental cleanse. Instead of eliminating refined carbohydrates, sugars, dairy, caffeine and alcohol, eliminate the junk that clutters the mind. Cut out excessive social media, mainstream news reports and toxic people. This allows us to experience an altered and more positive state.

With the mental junk removed, you have opened up space for positive, uplifting, and invigorating experiences that will only enrich you.

Competence

Jan 2, 2022

In our haste to complete tasks or do things the way we want it, we go ahead and take on a task that is the responsibility of others. The justification we provide is that ‘it is simpler for me to do so’ or ‘it was me thinking it through, or ‘it needed to be done in a rush.’

You tie your kids’ shoelaces, take their forgotten homework to school, or even solve a problem they have or resolve a dispute for them.

But, what do we do the next time a similar issue arises?. If we did it initially, we would likely be doing the same again, enabling them to follow the same behavior pattern. Yet, they are now worse off since we have not given them the tools nor the opportunity to learn and develop and the ability to grow and gain confidence.

We believe we are an excellent parent or supervisor by doing the work for others in the spirit of support or help, yet we also tell that person, ‘I do not think you are capable, and I am doing it for you.’ While that may not be what they express, we have instilled it.

If we expect individuals to progress, we need to expect them to struggle, solve, and even fail on their terms, and with that, learn and conquer. When we help them gain competence, they will soon develop confidence and the ability to endeavor to solve issues on their own.

Off to a good start

Jan 1, 2022

If you have chosen to start the year off with a desire to grow and be a better human being, congratulations on committing. This may be a similar path you have taken before. No different to any behavioral changes we seek to make, just like any project, there are a few little tips that may help you get closer to the desired result.

Start small – like running a marathon, one step at a time. Don’t overload your ambitions; set yourself up for success.

Vision the ideal – what is it that you seek to change or develop. See what it looks like, how you feel, your behaviors, the result. Embrace it.

Step by step – you will not get there overnight, but you need to understand what behavior changes you seek to modify, the habits to change, and when and how you will accomplish it. Write down the plan. The brain is full of many distractions, and its filing system is not ideal.

Be realistic – you have 24 hours, need to sleep, and have commitments. If you set yourself up for failure by not allocating time, you will be disappointed. If you wish to achieve multiple elements, break them down by quarter or months, or if need be, every other day.

Climb back on – if you fall off the course, don’t fret. Get back on it tomorrow.

Celebrate the wins – recognize the progress you make. Look back at periodic intervals and realize what you have achieved and not what you did not achieve.

Get a mate – share your desired changes you seek with someone, and check in with them daily or at minimum weekly. They are there to keep you focused on the course and encourage you. If they don’t, they are not a mate.

Be patient – be patient with the results and be patient with yourself. It took you years to get into your current place; if you want to change, give progress the necessary time it deserves.

Be your impact!

The inertia of good

Dec 31, 2021

Last day of the year, and we typically reflect and then look forward. Regardless of the events in your life this past year, there was good. It may seem complicated to justify, but it is your reality.

All that may appear as a negative was the gateway to much positivity. We can dwell on what may have been better or what we perceive as a disaster, yet we know that we have the opportunity to reverse that thinking and create our positivity.

What was your positive? Take the time and reflect on all that was good in the last year. Then, embrace those milestones to provide the courage and inertia for your year ahead.

Beyond the goals

Dec 30, 2021

Almost a new year and a time that we set goals to make ourselves better, goals that apply to health, wealth, relationships, or wisdom. The exercise of creating these goals is enriching and valuable; it puts our minds to ideas of growth and change.

The year begins, and we soon find we start to slip and then just give up altogether on the goals we had set.

The issue may not be our resolve but what we are focused on. If it is about a specific activity that we must do each day, we open ourselves up for disappointment. Every day, consistently, is brutal. It is hard enough getting out of bed some days. Yet, if we begin to think of ourselves as the person we ideate and project how that individual may behave and conduct themselves, we may see multiple facets of our lives start to change.

A simple example is an individual wanting to go to the gym every day. The activity is clearly defined, and we go to the gym and then leave the gym and indulge in a meal that negates all the good we did and our progress is limited. The goal of the gym every day was achieved. However, if we choose to be a healthy person and understand all the facets we need to alter to be that person, we will likely address the gym, eating habits, sleep, and other elements. In doing so, we are beginning to transform who we are rather than merely accomplishing an activity.

What do you want to identify with? A leader, athlete, singer, artist, parent, lover, or a combination of many.

Changing behaviors are challenging, and minor setbacks are likely. Yet, if we now look at this holistically, we can appreciate that some days we may fail in some instances, but even the best have a ‘day off,’ and it is what we do next that matters more.

Goals can be an incentive. But if we do not alter our mindset of who we choose to be and the behaviors associated with that ideal, the goals we set for ourselves may be impossible to achieve. Yet, if we choose to be more than a goal and succumb to setbacks, we can appreciate that the ideal is far more significant, and the path will be filled with some disappointment.

If we are merely set on goals, where do we go once we attain the goal?

Value in resolutions

Dec 29, 2021

It is a time for optimism. A new year is approaching. We may question our lifestyle, our habits, and our endeavors. While many of the challenges we set for ourselves, we will measure by activity, output, or accumulation. However, one focus will likely deliver far-reaching results, well beyond just a benefit to ourselves: A focus on our values.

What values do you aspire to? Who is it that you hope people know you as, and what values do you want to live by? How do you want people to talk about you as a person, not in terms of what you do and accomplish?

Consider who you are and who you hope to be. What is important to you as a person? Harness that and embrace it. Then, reflect on the behaviors and habits that such a person would have. How do they interact with others, and even more so, how do you behave when no one else is looking?

If we seek to add value to our lives, our values will matter most.

Run or learn

Dec 28, 2021

Life will present its fair share of challenges that are unpleasant and not what we may have hoped for. Yet, it happens. The same applies to our past. It has occurred. What we choose to do in reaction to it is a choice we make.

Do we run from it or do we confront it? When we begin to run from it, will we ever stop?

While the past may hurt, facing it permits us to learn from it.

Only the body need die

Dec 27, 2021

In our lifetimes, there will be few individuals who dedicate their lives selflessly, serving those who do not have a voice and, above all else, remain true to their conviction and their greater purpose, being the liberation of others. Yesterday Archbishop Desmond Tutu passed away, leaving behind a legacy that will forever shape a nation and its people.

While we mourn his leadership and inspiration, can we not take the spirit and values of his intent and permit those to live on. Although we may not all be visionaries who will inspire and effect significant change, we can play a role in being the bearers of change. Every vision is only as good as its subsequent actions.

As we lay a body to rest, we can give the soul opportunity to rise through our actions to ensure the cause lives on in earnest.

Let’s celebrate Boxing Day

Dec 26, 2021

In many countries, the day after Christmas is Boxing Day. As a child, I was perplexed why we would have a day to relish the sport of boxing. And yet it was never prevalent.

It was only many years later that I uncovered the true meaning of Boxing Day. It was a day when the wealthy, who had staff working for them, would firstly give their workers the day off to celebrate with their families, and they would also box up gifts and go and deliver it to those in need.

For those of us who were fortunate to enjoy Christmas with our friends and families and unwrapped gifts, possibly today, we may dedicate it to others. Consider those less fortunate and ponder how we may light up their lives and bring them simple cheer and a sharing of kindness. It need not be noteworthy. A simple act filled with compassion will go a long way for others and you too.

A gift

Dec 25, 2021

We dwell over what presents we need to purchase for others in the holiday season. In some instances, we may give deep thought, yet sadly it may also be a necessary undertaking because of expectation and commitment. Some will have a price tag, others will be in high demand, yet they are rarely unique.

We can give a far more precious gift with more significant meaning than all else that we could purchase—a gift of our love. There is nothing more giving nor selfless than that of showing our love and care to someone. It is never-ending and never forgotten. But, interestingly, the more we offer, the more we feel, and in turn, it is our gift to ourselves.

In a crazy world where we are conflicted with societal pressures, the scourge of a pandemic, and other uncertainties, we can ensure that we remain authentic and whole in the love we have for one another.

While there is no price tag associated with our love, there is excellent value, immeasurable and timeless. Even if broken, it is a gift that can be cherished each day.

So, this holiday season is the one who gives more than you receive, expect little, and don’t hold back in expression. Be the one whose gift will shine brighter than any lit star.

What you can give is far greater than any financial sacrifice.

So be the one who cares.

Be you.

Gift your love.

Growth beyond the container

Dec 24, 2021

A plant in a pot given enough nourishment and watered consistently will, in time, outgrow its pot. Likewise, the more space we offer it and the more excellent care we provide, the faster it will grow until the roots restrict and stifle the plant within the container. Yet, it all begins with believing that the plant can and will grow if we nurture it.

We are that potted plant. When we provide nourishment and consistent care, knowing we can grow, we flourish, bloom, and expand beyond the confines of what we believe was possible. When we set a path for ourselves and day by day give the necessary sustenance and focus, we soon enough develop into the ideal we created that is well beyond our initial scope.

Beware of the small pot. Those people and an environment will slow your progress and limit your development capacity. Think back over time, the people you knew and were close to, yet that has changed because you grew. That is not a loss but instead the expected result of personal progress. Would you continue to stifle the plant’s growth because you liked the small container you selected for it from the start?

We are plants of life. Our blooms today are small compared to what they may be, and the fruits we can deliver will exceed expectations with the necessary encouragement and consistent sustenance we provide ourselves. So look forward to outgrowing the container, unless it can grow with you, for it too will house a plant that fits it best.

Longevity alone is not success

Dec 23, 2021

Do we measure the success of a partnership based on longevity? Because an employee, partnership, or relationship lasts a long time does not signify that it is successful, let alone working.

We can assess the value of a partnership by its ability to attain the goals of the respective parties and the common goals.

Over time individual needs and priorities evolve and change. If we continue to achieve what is important to us individually and together, we can likely say we have. A well-functioning affiliation, and if it continues to satisfy both parties, we can agree it is working, in which case longevity is a measure of success.

Give up, for good

Dec 22, 2021

You set a goal, had clear intentions to achieve it, and set yourself on a course of careful planning and execution to attain it. Yet along the way, you discover that this is no longer your goal or possibly what you thought you had wanted was not the case. However, if we give up, we may label ourselves as a failure or have others do that for us.

What if we dedicated that same attention to something that we believe in. Something that enriches us and helps us grow as individuals.

Is quitting necessarily bad? When do we cut our losses and move on, or should we persevere with an ongoing sense of incompleteness? If it is merely to appease others, you have already made that decision.

Give up for yourself.

Every breaking wave

Dec 21, 2021

Surfers will sit out in the cold surf, gently paddling, waiting, and carefully observing. Waves come and go, and those with experience know that not each wave is the same. Some waves are better than others, and one only knows this through careful observation, learning from mistakes, and observing others.

Taking each wave will not help one improve nor produce optimal results. It is also tiring and often leads to discouragement and abandonment. In this instance, it’s better to work smarter, not harder.

Organizations behave like surfers as well. Every initiative that comes by looks attractive, and they choose to jump on it. They think “more is better.” Unfortunately, this is not the case. More is tiring, wasted energy and effort, with no actual benefits.

Be the patient surfer. Assess opportunities with care, and determine how it may fit with your existing capacity as well as your ideals. Of course, not all options are suitable, or at least at the moment, and being selective may just give you more than you ultimately desire.

Enjoy the song by U2: Every breaking wave

A referee’s consideration

Dec 20, 2021

A game is in the balance between two teams, and the referee makes a call following an on-field incident. It is not understood or accepted equally by all who witness it. Emotions heighten from the players and coaching staff of both teams. However, as the one who made the decision, the referee is in control of what transpires.

While the decision itself is critical, conveying it is just as vital. The decision may not change yet when the referee engages the players, and there will likely be disagreement and insight into an alternate view, some engagement, and even possible acceptance. Not in the decision itself, instead of the appreciation for handling the situation. Players may walk away unhappy, but at very least one element has been taken care of. They were heard and felt it.

We encounter these situations daily. While there may be disagreement in opinion on the outcome of the decision, permitting others to engage in discussion, at minimum, provides them with a sense of worth and mutual respect.

While the decision is yours alone, you can walk away with it intact, and at minimum, the other party may gain a sense of respectful engagement. Although they may not comply, they can at least feel they had an opportunity to share their perspective and be heard.

Those referees who permit others to share their views are revered and respected well beyond the individual calls they make. It is not the decision that is remembered but instead their manner of delivery.

Joy in imperfect

Dec 19, 2021

Seeking the perfect (place your word here) may just be the worst idea yet since in this relentless pursuit, it is likely not achievable since the perfect will change as soon as you attain what you believed it was.

When we solely focus on the supposed ideal, what are we missing? There is so much along the path of beauty, in its imperfection and incompleteness, to enjoy. If we can admire this and appreciate each step, regardless of the thorns and ruggedness, that may be perfect.

Self-care

Dec 18, 2021

Self-respect is key to our well-being. If we have little self-respect, we cannot expect others to respect us. How we treat ourselves is critical, and self-care is essential.

Self-care is fundamental to self-respect. If we are a slave to people-pleasing and constantly seeking external validation, who are we being true to, and who is it that we respect more? How can we genuinely respect others when we do not respect ourselves?

As our own most prominent critics, let’s appease our senses first. From here, in turn, we may be able to please others too.

Failure is final

Dec 17, 2021

We will fail once we choose to accept failure. But, until then, there is always a possibility, if someone is truly determined to achieve something, that they will.

The question is whether we want it enough. Are we prepared to put in the time, the dedication, and deal with the short-term disappointments, rejection, long hours and toil to attain the goal?

Yet when one decides that they have failed and cannot succeed, that becomes the point of no return.

A new weave

Dec 16, 2021

Generational patterns are profoundly impactful on us as individual beings. While they may be significant, they are by no means permanent. Change is possible.

The change requires a shift in thinking, a desire to be different, and the will to persevere. We are the change agents for our generation and the story we will tell is the one we lovingly begin to create with small changes that we weave into our everyday beings.

Change is possible for individuals, organizations, communities, and society as a whole, and we are the architects and builders with the ability to be the weavers of this change, thread by thread.

Spurned by choice

Dec 15, 2021

We spend countless hours developing a proposal and doing our best to win the contract, only discovering that someone else won the opportunity. You may be fortunate to learn why that occurred or, in some instances, possibly not. It happened.

Similar experiences may apply to trying to win anything, a race or competition, the job or promotion, a new contract, even in matters of the heart. Being snubbed by others is deflating. There is a sense of rejection and being less than worthy. No one likes it; it feels awful and stirs up emotion. Nevertheless, the rejection occurred, and that event is now the past. At this inflection point, we have a choice. Feel loss or view it as an opportunity to take productive action.

Maybe you were not good enough or worthy. Learn from it. Possibly you were not ready for the promotion. Grow from it. The job, client, or person may not be suitable for you. Move on.

For every opportunity lost, there are millions more awaiting us. The rebuff may help you develop further, become better, be more resilient, and ultimately enhance you through the experience. Is this a loss or a gain, the choice is yours alone?

Better than the best

Dec 14, 2021

Strive to win: to be number one is the instruction given. The idea is that we should aim for the top. That may well be an outstanding achievement for many since getting to the top can be difficult and even disheartening.

But what happens when we get there? If that was our goal, we have achieved it, and there is nowhere else to go but down. This is evident with many organizations who strive to be the best, and once reached, you can almost sense a big sigh of relief and relaxation, only soon to no longer be ‘the best.’

A far more credible goal that we should aspire to is to be the best that we can be, not the best. Each day is a matter of giving our best as we live with our ideals in mind, maximize relationships and be productive to the best of our abilities. Some days we will falter and not be the best, but did we do the best we could consider circumstances?

If we are the best we can be, we will likely be number one at some point in whatever we have chosen to be excellent at, and once we attain the pinnacle, there is little fear that we will not continue to remain there, since we are still striving to be best.

Silence the cynics

Dec 13, 2021

The news comes from many directions, and depending on your sources, it can also include an overwhelming amount of negative information. Unfortunately, all this information does is fill us with reasons for concern and create anxiety for elements we have little control over.

The same applies to people who enjoy discussing topics of controversy while knowing they have no intent to effect change and look to create angst among others, as a form of personal gratification.

Even worse is the person who says you should not be doing something because of their fear, not necessarily of you failing but instead in fear of your potential success. Those naysayers are rivaled by those who tell you that you’re not capable of attaining the goals you set. Who are they to decide your best outcome and judge what you are capable of?

Creating negative information and spreading it is simpler than being optimistic or creating positive change. The positive requires tenacity and action, while the negative requires words and a desire to see little progress or growth.

We can silence the negatives by tuning them out or by mere avoidance, and even better if we eliminate them from our daily routines permitting us to focus on the good and what is best for us.

Leave

Dec 12, 2021

“If the conditions don’t suit you, leave.” Epictetus

When we find ourselves in a position that does not work for us, we may deliberate and ‘push through, to what avail. But, if you are not happy and satisfied in a career, job, partnership, relationship, or situation, why prolong the agony for days, months, or a lifetime.

Who are you making happy? The time you and someone else or an organization continue to invest for what purpose and at a more significant expense—the forsaken opportunity.

It takes courage, yet you should know that you will be fine and may even find your happiness too.

A palm tree

Dec 11, 2021

A true story

A woman left the bitter cold of the northeast to move to sunny Florida for one reason alone. She always wanted a palm tree. So moving to the middle of the state, she found a small house that was just ideal for her. It had a palm tree in the yard—her palm tree.

She dealt with the unique vermin of the south, salamanders gawking at her from the ceiling at night, frogs the size of a giant fist that would come in to escape the heat and squeeze under cupboards to then expire, the occasional alligator, and a host of other uninvited creatures. And the heat, and the neighbors. She needed air conditioning all year round, not her wish, but it was all great for one reason alone. Each morning she would wake up, go outside and look at her palm tree and feel a sense of contentment and peace.

A single symbol provided the grounding she needed to feel inner contentment. Nothing more.

We can all find the peace we seek and the grounding we need. It is not other people or material items, yet likely something simple yet meaningful. A particular small plant, stream, painting, or poem may be meaningless to most and yet the world to you. Your harmony awaits you should you choose to embrace it.

Clunks, squeaks, and hums

Dec 10, 2021

How quickly an errant noise will gain our attention as we hear a car’s distracting sound or the washing machine’s delinquent vibration. The annoyance, frustration, and discontent are aroused within us instantly and all too often remain.

If it is a concern to you, attend to it and address it rather than allowing that frustration to persist.

Equally, we should choose to pay attention and note the silence that exists when there is no problem. The gentle whir as you seamlessly glide through the day. Pay attention to the beauty of quiet and harness that feeling well beyond frustration.

Apply not only to industrial appliances but also to our relationships.

Framing the real problem

Dec 9, 2021

Art galleries will share with you the importance of positioning and framing pieces within an installment. The frame and the positioning of a particular piece can significantly alter the perception of the work to the viewers.

Similarly, framing information and a problem correctly is critical in presenting the correct issue and will impact how one receives the information.

2% Milk suggests that the product is better than whole milk, although whole milk is 97% fat-free. If you were told that whole milk only contains 1% additional fat, would that alter your view? Inevitably, the presentation of information creates a bias. Therefore, to what extent are we bringing bias to any information or issue we reveal?

When we look at a problem, we may want to step back and address it from multiple perspectives since ours will have built-in biases. Do we have the correct problem, or has our bias negated many other options? However, reliance on our narrow view alone will likely cause us to believe we already have the solution as well. Yes, the answer to our perceived problem. It is difficult to see something otherwise when we have always viewed it differently.

Bringing in other perspectives to help frame the problem is essential, particularly the view of others who are not closely involved. The problem we believe we have may not be a problem after all, and therefore solutions for that would likely amount to wasted resources and further frustration.

Reframing the problem is an opportunity to think differently, often leading to better and more pleasing outcomes.

Killing the fire

Dec 8, 2021

All too often and not surprisingly, we see the world according to our view. Yet, ours is not the only one, and while it may in some ways be unique or, in fact, more aligned with others, we typically seek to want others to see the same way we do.

What a shame that would be if we were successful. If you are so intent on others seeing things the way you do, very soon, you may just find that everyone seems to agree with you. The reality is that is not the case, yet, it is now far simpler to settle and get on with my day than to debate with you and experience a variation of hysterics when we are not in agreement.

Even more so, how do we ever challenge our thinking and push ourselves to new levels of creativity and problem solving unless some external stimuli fuel us? That external stimulus is often available from those who work closely with us and understand what we do. While they may not always be the best options for creative inspirations because of a like-minded outlook, it is an option we can use. If we desire creative influence, invite input and genuinely listen and learn from others. Use what you learn to challenge your thinking

More than the look

Dec 7, 2021

We are part of a culture that spends excessive time and energy focused on extrinsic and material elements. We can quickly ascertain the accepted style of dress in the workplace, from the more formal button-up style to chinos and polos to the jeans and shorts with T’s. This even permeates to color options. While it is acceptable that organizations may require minimum standards from a professional and client-facing perspective, at what point do we hold back on the extent of control?

We comment on someone’s attire, and typically, it is against our own set of standards. However, even if they may be the ‘company dress code,’ we have subscribed to what is considered normal and appropriate.

Why does this matter? Is this the most crucial element, or should we instead focus on the words and actions of that individual? While we choose to judge, and with that comes our biased perspective, could we instead not focus our attention on what truly matters?

Let the colors and style of the actions be the impetus of our assessment rather than the visual aspects that in reality carry no credence since judgment alone demands little effort as is far too simple.

Coffee or tea

Dec 6, 2021

We are fortunate and inundated with choices. Coffee or tea? From here, the options are endless. You can lose yourself in them, and each option is unique with a set of convinced disciples.

What do you choose? What is the preparation method, flavor profile, and ideal serving temperature for you? Unfortunately, there is no universal single preferred type. It is all individual preference.

Whatever it is, it is a choice you have and one you can exercise. So, if that is your preference and you are doing it for yourself, enjoy!

Ultimately what works for one may not work for another, and that has no consequence at all, other than the fact that we can all enjoy our drinks without any judgment since it is our choice alone. However, don’t make your choice mine as well.

Busy yet unhurried

Dec 5, 2021

The key to longevity suggests maintaining an active mind and active hands. If we cease to use our capacities, soon we will stop in all dimensions.

You will also live much longer if you are not in a rush and instead take time to appreciate every moment, and it will feel that way.

Find purpose and relax.

Fingers and thumb

Dec 4, 2021

When something does not go to plan, what is your reaction? Do you look to point fingers at someone and blame them for failing. For example, you lost a contract, a relationship is in tatters, or you did not complete your work commitments.

How simple it may seem that someone else is responsible because you gave them time instead of doing what you needed to do. They did not meet their commitments or did not do what they needed to do. It’s your coworker, your spouse, the kids, the client, or your partners and suppliers.

Should we use the thumb instead and point it back at us. When do we take accountability for our actions and outcomes? What did we do to create or fuel the problem, how did we impact the situation or stop completing our duties, including supporting others.

Too often, if we use the finger on this occasion, we will likely use it again, and ultimately, we run out of fingers.

Ants and apes

Dec 3, 2021

‘As busy as an ant’ is a term we often use about busyness. Most animals are fastidious in their daily tasks and will usually be assigned roles within their group that they are expected to perform. They work from dusk to dawn and are relentless until their mission is complete. It is not only ants but the species’ behavior closest to humanity: apes, who work together for their troop.

Being busy is seen as a sign of productivity and admired within society and especially treasured in many organizations. Therefore, the individual who works late and on weekends receives recognition for their devotion and hard work.

Do we step back to assess what busy is or what they are busy with? Are they focused on the task at hand and doing it well? Have they prioritized their time to attend to the vital work required? Are they efficient in their jobs and executing them well? Do they stay with their role and responsibilities?

Or, are they busy with tasks not within their role and responsibility? Are they so distracted with what others are doing that they are incapable of attending to their roles? Are they performing work that is not of most importance? This applies not only to the task performed but also to the attendance of various meetings. Do they need to be at the meeting? What is their role? Is this a meeting the organization should be holding? Is this aligned with our objectives?

Could we not look to the animal kingdom and their efficiency and wonder how we can be more like ants and apes in productivity, working purposefully, methodically, and consistently together to achieve the community’s goals? And then we rest together.

Imagine in these groupings how the errant participant is regarded.

Stop thief

Dec 2, 2021

Would we be upset if someone accused us of stealing? To knowingly take from another that is not rightfully ours? Yet, unconsciously we are likely guilty of that exact practice.

When we are employed, we agree that we will give a certain amount of our time, skills, and expertise in exchange for said payment. However, when we choose not to apply ourselves with diligence and commitment, we take away from the organization what we committed to delivering to them.

Yet, we are also depriving ourselves. Each day we have the opportunity to make a difference. It is a choice. We can choose to do as little as possible or be a driver of change and positivity. Regardless of the situation, role, or tasks we perform, we can be the bright, shining light.

Why waste another day merely going through the motions when it can be a day we not only personally grow, but the people around us are motivated by our actions, also benefiting the organization and the customers we serve.

Give the hat to someone else

Dec 1, 2021

The complexity of business today requires organizations to assemble a myriad of skills and experiences to assemble a high-performing team. With the diversity of functions to perform, getting the right people in the right places is key to success.

It may be tempting to suggest that you or someone else can perform a function adequately, but we should ask ourselves if all we seek is ‘adequate.’ The same applies to sole proprietors where the tendency is to wear many hats.

Often a reason will be to save cost or save time by doing it yourself, yet the time you expend and has a relative opportunity cost that may outweigh the expense to bring in talent.

Yet, when we bring individuals onto our team who can perform the role far better than we can, we improve the group’s overall performance. Taking the time to understand our strengths and the strengths of others and proceed to allow those with superior competencies to take the lead may be our best move yet.

Permit others to wear the hat that fits them best.

A strategy of less

Nov 30, 2021

Some organizations will invest in strategy extensively and ensure it is integral to their business operations and culture. This is for a good reason. Organizations that invest in understanding where they are going are inevitably far more efficient in getting there.

We do not embark on a road trip to be efficient and get there on time without knowing where we are going. But, unfortunately, far too many organizations, including small ones, believe that the answer to their issues or the way forward for growth is to undertake several activities and diversify their market. When we do so, we lose focus of our overall objective, and this is not only an issue internally, but externally as well when it comes to our clients, partners, and the communities we serve.

We should look to describe our strategy in a few words, possibly a sentence at most. When we can do so, we have greater clarity in what we make or do, how we are different, who we specifically serve, and how we do so. Consider the areas where you have ambiguity: it is often hard to reconcile these elements. As a result, our brand and messaging are all too confusing as well. We are not able to hire as quickly, and productivity is an issue if measured at all.

When developing our strategy, it may bode well to analyze our intent and assess where we add value to consumers and the bottom line: which services and products are most desired and viable? In so doing, seeking less and simplifying your model will translate to improved results and increased profits.

Asking ourselves what we can be great at may be eye-opening for many. In doing so, we may arrive at our focus, which we should follow up with the questions of ‘what should we do more of?’, ‘what do we start doing?’ and just as importantly, ‘what should we stop doing?’

This may sound simple but as we often know, doing simple is not simple at all.

Discover the gem

Nov 29, 2021

A quest to seek and find the eternal gem that will make our lives special: the perfect job, an ideal partner, and a myriad of material items.

We may already have the gem. It lies within us and is left raw and unpolished. It’s never given the opportunity to show its brilliance.

Instead of looking outwards, look at what we already have that we should bring to life instead.

Plump and languid

Nov 28, 2021

Possibly the feeling many have after the Thanksgiving gastronomic splurge. Yet, it is not where we want to be in life. Not the physical state, instead the state of mind. Fat and happiness may suggest apathy and contentment.

If we feel stagnant and sluggish, it may well be our system beckoning for upheaval and invigoration. Ignoring it is senseless since protracted inaction leads to further regression in all facets.

Listen carefully to yourself and take the action your system calls for to ignite your fire and lead the life you deserve. You may as well do it since no one else will.

Balance to ride

Nov 27, 2021

Kids will tell you that riding a bike requires one to find balance, and while tricky at first, when we do establish it, we wonder why the feat was so difficult, to begin with. But, on the other hand, it is a straightforward task when we master it but fraught with disappointment and fear before that point.

Pedaling away requires body alignment and movement in a coordinated way. These skills would put one out of sync, but when performed together and in sequence, we attain success.

For us to be prosperous, we’re required to find balance in our lives. We should adopt a holistic approach to our existence, including focusing on our health, wealth, wisdom, and relationships. If we are all about our careers, we will soon find that other elements of our life will begin to suffer, and we will quickly start to falter.

We must pay attention, find the balance, and then maintain it if we want to enjoy that long pleasant ride.

Leftovers challenge

Nov 26, 2021

One person’s leftovers may be another person’s banquet. What do you do with the feast with tons of food that remains unconsumed?

Take on the leftover challenge and discover something new. It is an opportunity to experiment, explore, and discover yourself. After all, you cannot mess it up since it is left over, and only through exploration do you have any possibility of gaining some advantage and growth.

You may be thinking this applies to food alone, however that is not the case. You have some spare time? Why not take on something new and learn from it, or even take a different path on your daily walk, or approach a familiar discussion differently? The intention is to explore and open our senses, not to merely succumb to habit.

The upside is you may uncover something that brings you great satisfaction: something as simple as an amazing turkey gastronomic sandwich delight, and the worst case is you learn what does not work which can only help the next time you take on leftovers.

Ultimately, the joy of learning something new will exceed the pain of unlearning something old.

Giving thanks

Nov 25, 2021

Today is a holiday in the US where most people get together with their family, friends, and loved ones to share their bounties, be grateful, and give thanks.

Possibly we could take the time today, regardless of where we are, and take the time to be grateful for what we hold and appreciate the small joys and riches that are bountiful in our lives. But, of course, there will always be some, yet it is our outlook that shades that view.

Should we not take the time and as the name of the holiday suggests, give thanks, not only for what we have and enjoy but also for those who enriched and enhanced our lives in the past year, some we know well and others merely through their generous, noble and unselfish actions.

Imagine what a kinder and gentler world we can all create if we all take a few moments to express our gratitude and be thankful for others. Our actions are important too.

No longer your job

Nov 24, 2021

High-performing individuals find themselves in a position where their performance in a function, with skill and diligence, gains them a promotion to oversee others, often in the same role they served with distinction.

It may all seem familiar since this is what you are good at, but you are no longer required to fulfill the function. However, we want to hold onto that role since we liked the work; we were successful and gained recognition.

We have to perform a new function: one devoid of the day-to-day role we excel in and instead requires us to lead others. Soon we realize that what got us here will not get us there, the new responsibility.

When we move from a functional role to management and leadership, we should appreciate that the skills we performed before are no longer valued. For us to excel, we’ll be required to get others to grow and become even better than we were in your previous role.

It may seem simple, yet anyone who makes this transition will suggest otherwise. The sooner we accept the change required, the more likely we are to be successful in helping those who we lead become successful.

Invite candor

Nov 23, 2021

‘I would like direct feedback or have someone tell me if they have an issue.’ Do you?

While we may believe we are open to direct feedback, it is too frequent that this is not the practice of many organizations and individuals. Instead of openness, we cloak the approach with idle compliments, silence, or unclear messaging where others who are close to us refrain from sharing their perspective. For someone to share information with us, it requires them to find courage, deliberate how to share their view, and then seek an appropriate time to have a conversation.

As a culture, we are generally reluctant to receive critical input, even for our benefit. Instead, we react negatively, harbor grudges towards the messenger, and wonder what gives them the right to share their opinion.

How much simpler it would be if we invite feedback and input to support our cause, avoid mishaps and result in better performance and output. Stopping that is misaligned pride and false delusions of importance. It truly does not matter if we think we are correct when we are not.

Suppose we can instill an open environment and share a standard view of open discussion results in better outcomes. In that case, we will go a long way to creating cultures of collaboration and teaming, and ultimately happier ones.

Wonderful vanilla

Nov 22, 2021

One favorite ice cream flavor will elicit numerous responses. But, while you may marvel at the abundance of choice you have, including every form of caramel, fruit, peanut butter, pretzel, cake, and cookies, two flavors remain the steadfast go-to’s: chocolate and vanilla. These two account for over 30% of ice cream consumed by Americans.

All too often, we are fascinated with the newest, the latest, and the most novel. Companies invariably use it as a ploy to attract new customers and attention for its differentiation. Yet, there is always an actual product or service that is the mainstay for the organization. It is the vanilla/ the chocolate, and regardless of all the changes, customers are likely to seek this out again over time.

Whether we should focus on creating the best vanilla possible or on making the newest gastronomic delight, the phenomenon is not unique to organizations and products but also applies to people and relationships.

It may be helpful to find our vanilla and look to perfect that as the core of what we do. It does not suggest that we should first ask ourselves whether it is chocolate or vanilla, but when we find a good core, we should build that foundation as best as possible.

Getting better

Nov 21, 2021

It would be wonderful to know that everything we do is perfect and admired by all. But, unfortunately, the reality is that notion is not realistic. Regardless of one’s prowess and brilliance, we will meet dissatisfaction and even discontent.

A natural reaction may be a sense of failure, possibly frustration, and even anger with the individual who may have shared their disapproval. We may even suggest that either the individual will never be satisfied, or worse, we are not good enough.

They are likely correct. It may not be the best we can do, and even if it is, we can find ways to improve. If we embrace this guidance, we can learn, improve and come back stronger. The cheetah that had its prey eludes it will not give up hunting but will learn and modify its tactics.

While it may not be your best, be thankful that next time you can be better.

Pause

Nov 20, 2021

A brief, sudden stop in the ongoing routine. Apparent disruption and discontinuance of flow.

Stillness, silence. Reflection.

Not the worst idea. If in flow, one will likely pick up at the pause point with equal and renewed vigor. If discombobulated, it is time to refresh and renew.

Pause. Not just in work, but mindset too.

You will lose to win

Nov 19, 2021

The greatest in any activity or endeavor has experienced pain. We focus on the accomplishments and achievements of those who succeed, yet when we look closely at them, we understand that they experienced losses and some even of significance. In most instances, though, we can reflect and admire the accomplishments above all else.

In sports, the statistics are immense. Phil Jackson has lost almost 500 games yet holds 11 championship rings as a coach. Lionel Messi has lost 12 championships but has won another 25. Many of those we admire as achievers in business, society, and warfare has a long list of failures than triumphs. Yet, because of their resolve, we enjoy the fruits each day and even our freedom.

If they had failed and had not tried again, we could not talk about it. If they had chosen not to attempt because they feared failure itself, there would be no discussion. All who have achieved overcame hardships and, through tenacity and purpose, overcame adversity.

Those who coach appreciate that in losing, we often find our best moments of learning. It is difficult to gain the attention of individuals and even ourselves when we are winning, dominating, and in our supreme state. Why would we believe that we are not infallible? We have won- why would that not continue? While we may not have been perfect, we were the best.

If we are consistently winning, we may ask, ‘Are we playing in the league worthy of our skill?’

Losing is our friend. From there, we can realize how we can improve and be better. But, again, it is our choice to accept losing as our destiny or not.

“I’ve missed more than 9,000 shots in my career. I’ve lost almost 300 games. Twenty-six times I’ve been trusted to take the game-winning shot and missed. I’ve failed over and over and over again in my life. And that is why I succeed.” Michael Jordan.

Beyond Zoom

Nov 18, 2021

Do you go to gatherings or meetings with other people and then go and sit in another room, or choose to sit alone observing others while you make other calls or read a book?

The practices of people and organizations on video calls will provide insight into both a person’s outlook and an organization’s culture. While some see it as merely a remote meeting preferred in many ways for convenience, health, and practical reasons, others may see it as a necessary evil that permits them to undertake other functions.

A few reasons exist why people may need to be on a video call and not share the video. However, these are few. If we find ourselves or others constantly turning off their video, we should ask why. And similarly, if our organization follows a non-sharing practice, we may want to ask why.

If we commit to participate, we should engage, avoid side discussions or perform other work, or possibly we should state our intention and not participate at all. Again, it may only be zoom, yet our behaviors on the calls say more about us and our character and whether we can be counted on or not to be part of this team.

Louder than words

Nov 17, 2021

Some naysayers will always let you know when you have failed or are less than stellar. They speak with authority and knowledge. At least, that is what they want you to believe.

We should listen since there may be wisdom in their message, but we should always know where it comes from. It is easy to accept their words if they have achieved themselves or offer their words in genuine encouragement. Too often the intent is misaligned and disingenuous, and the advice is misplaced.

All too often, it is easier to speak than to do. So keep on doing, and let them talk since it will be the actions we will ultimately evaluate.

More than the resume

Nov 16, 2021

For many organizations, hiring staff, especially for crucial positions, is seen as a tricky endeavor often tinged with luck and at a significant expense. The basis of hires relies on the quality of a resume and the extensiveness of experience. When it all goes well, everyone believes their judgments are validated.

The startling statistic is that less than twenty percent of new hires are considered a success by organizations. Factor in the disruption, hiring, and firing cost, plus the time to hire, train and immerse someone into a role, the expenses of a new hire can be immense.

With many organizations, and specifically those in the service industry, the impact is far-reaching. So why and how do we get it so wrong?

We focus on the experience alone. Rarely do we seek to understand how well the individual performed, especially in situations of stress. While a resume will often tell us what they did, where they were, and what their accolades were, we rarely gain any insight into how they deal with and overcome adversity.

Firstly, is the person aligned with our passion and purpose as an organization? If not, how are we likely to get them motivated to our cause?

Do they align with our core values? Not precisely what we do, but more so how we do it. Will they fit into who we are and how we behave as individuals and as part of the team?

Taking the time to understand better the challenges the individuals have addressed and how they approach complex, difficult situations will bode well to appreciate their ability to overcome adversity.

While it may be the same person, there is often far more to the individual than skills and experience. As a recruiter, you will be obtaining the whole package, and the other factors will be the ones that often determine whether the partnership will be a success or not.

Present, not exit interviews

Nov 15, 2021

Organizations conduct exit interviews when an employee leaves the organization. The intention is to obtain feedback, to learn from the employee about the work conditions, a supervisor, culture, and other aspects of the organization. The premise is to get nuggets of information that will enable the organization to improve.

From the organization’s perspective, to what avail? The departing employee shares their perspective, and often the feedback is then viewed in a less than positive context since the departing employee has a label of disgruntled. Why do organizations not ask themselves why we did not know this sooner, and what are we doing that prohibits current employees from expressing themselves freely?

As the employee, you have kept quiet during your employment, and now you feel you can offer your honest, open perspective. Does this imply you have been anything but genuine all this time, and how does it help you now that you are leaving to be vulnerable? The information may benefit the colleagues who do remain, yet if you had opened up sooner, there might have been action sooner while you were in employment. So why find your voice when you leave?

What if organizations emphasize obtaining open feedback while employees are with them rather than when they exit and similarly encourage employees to feel safe and find their voice while employed?

Please whom?

Nov 14, 2021

We look to validate and confirm our intentions, words, actions, and outputs. Yet whose approval is that which matters most?

While in some instances being in the service of others, their perspective may be the essence.

On other occasions, it directly impacts one’s well-being, and if we are more focused on pleasing others, where does that leave us?

Self-regard is not what one advocates, yet do we promote servitude in opposition to our own needs.

In which case, did we please anyone? And at whose ultimate expense?

Acquiescence

Nov 13, 2021

The grass is always greener. Or is it? If we meet misfortune, we wish that it was different. Yet, even when blessed with good fortune, do we not think that it may have been a little better?

This is just as applicable at work, where a sense of ‘not good enough can prevail. Yet, when we accept the fate that has befallen us, we are better inclined to understand and appreciate both the good fortune and the disappointments for what they are and adjust to improve.

Acceptance of fate does not suggest that mere performance is satisfactory. Instead, when we devote ourselves as we can and outcomes are not as desired, we should proudly reflect, be grateful, learn from and benefit.

Rather than considering acceptance as a negative, view it instead as the platform for growth and the opportunity to learn.

A choice beyond ourselves

Nov 12, 2021

Recent health events have inferred a new set of choices that we never imagined we would have to or need to make. While we have a choice in our decision, like other choices, some have minor implications, and others with a far more significant bearing on not only ourselves but for others as well.

When we commit to being part of a community, team, or organization, we commit to a set of principles in the team’s best interests. We do so with the implicit knowledge that the team’s success depends on all of us playing our role and the team’s interests in the forefront. Results over time have consistently highlighted how the performance of a unified team will always conquer that of a group of disparate individuals.

However, teams, organizations, and communities may change their focus and objective. Organizations close or sell divisions or alter their strategic intent. While we should consider our well-being, when we sign up to be a part of a collective, we need to appreciate that we must also respect the overall interests of others on the team.

If we believe that our interests are divergent or inconsistent with that of the group, we have decided that we are no longer a part of the team, and it’s at that point and we should likely declare our intention as much and move on.

While not simple, we are either a part of the team or not, and that is our choice.

Find the right fit

Nov 11, 2021

We are in a job market that currently favors the employee. However, a social crisis has created untold new dynamics and provided choices that previously did not exist. In addition, a temporary injection of federal funding has further fueled consumer spending, creating opportunities for many. While this is valuable, it’s also likely temporary, increases employee demand and creates a hiring rush. It may be a case of obtaining a person to fill an immediate need. At the same time, in many instances, there is a movement of more experienced and skilled workers resulting in the added difficulty in filling positions.

There are fewer applicants for open positions, and candidates’ quality may be sparse compared to before, creating a sense of desperation to hire employers. The sentiment may be that we need to get someone, yet the need should be to get the right person.

If our mentality is merely to get a person, that decision will likely be filled with regrets. But, on the other hand, if we are not attracting the right people to interview, it may be a good cause for us to ask why. Even in robust economies, sound companies and positions remain in high demand, so why are we not attracting them.

Our goal should remain to get the best person we can for the position. If we can overcome our pride and hire for the role’s supervisor’s replacement, we are likely on the right track. The cost of making a poor hiring decision far outweighs the cost of waiting to get the right person.

After all, you believe in your organization, so why would you not obtain the ideal candidate?

To wish or act

Nov 10, 2021

Who has not been guilty of wishing for something? A new car, a better job, a trip, or even something necessary, basic and essential. Then there are the times when we take action, or in many instances, possibly not. Yet what we are predisposed to will dictate an infinite amount concerning how we approach most situations.

There is no shortage in our ability to wish. We can be endless and as unrealistic as we desire. With wishing, we can always have a ready excuse for not accomplishing anything. It was merely a dream. Wishing is primarily out of our control.

With actions, it is all about what we do. We need to plan, be pragmatic and deliberate and step by step begin to execute. It requires hard work in many instances, and with it comes potential disappointment, yet with that, when we succeed, there is gratification, increased self-belief, and growing confidence.

We can wish as much as we choose, and it comes with endless tomorrows. Do is all about today, and cannot wait until tomorrow.

Beware of what you wish for since you may never achieve with it, and it is a path destined for regrets, whereas with actions, you are one step closer to realizing that wish. If your days and future are filled with wishes and some clear deliberate actions to make a change, you may have found your own secret to happiness, and it’s all yours.

Different yet more alike

Nov 9, 2021

We quickly note the elements about others that do not meet our satisfaction and hone in on their different aspects. But, unfortunately, this has been the scourge on humankind for the most part.

Holy wars are approached with rage, and nations go to battle because of differences in beliefs. The internet is filled with hateful sentiment highlighting all the ways other groups of people conduct themselves. One needs to only look closely at neighborhoods and organizations, where we may take exception to someone else all because of something they say or do that is contrary to us. This phenomenon even exists with something we love or do for leisure, including sports.

Yet, when we look at each exception, the person, group, team, religion, or nation, they have far more in common with us than not. We do not stop to accentuate all the similarities, and likely because that would suggest we may identify with them far more than we are comfortable doing so. If we did so, would that mean we would have far less to be dissatisfied with, and then what would we spend our time worrying about?

Or do we want to be in a world where everyone is precisely in our likeness? How interesting that would be?

Calm builds

Nov 8, 2021

Some leaders believe that they need to command, control, and tell people what to do. Some coaches believe that their role is to tell others what to do, rather than to advise and lead by example,

Because you can tell others what they should do and how to do it does not necessarily mean that one should. Yes, as a coach or leader, you may be responsible for ensuring others perform adequately, but it can be done through teaching and guiding rather than barking out advice.

Make people the best versions of themselves, not a mini-you.

It is hard to be patient and tolerant of others who are not as proficient or work as hard as you do. It is frustrating, but you can teach them how to love the work the same as you, and the rest will follow.

How does demonstrating our frustrations and dissatisfaction help, anyone? How do you feel about yourself when you vent frustration? We should accept that not everyone will be in our ideal and nor will you attain your goals and outcomes through demands, bullying, or yelling,

When we are leading others, before we begin to demand them, let us first make demands of ourselves. Then, we should look to see what we can do to help others and build them up. What will that outcome be?

Agreeable in disagreement

Nov 7, 2021

We should expect that we will not always be in agreement with others. It is acceptable since we are formed through our opinions, and it is our right to share them and to follow our own set of values.

Yet, when we face discord can we not practice the notion that we can be agreeable in disagreement.

The leader’s support dilemma

Nov 6, 2021

Unlike undertaking any specific task where we single-mindedly immerse in the work when we coach or lead, it is necessary that engage in the art of balancing the level of support we provide and doing the work. And it is an art, for there is no definite approach or solution that applies to all situations.

On the one hand, we want individuals to get on with their work. But, on the other hand, we appreciate the importance of growth and commit to the idea that individuals will prosper and develop by engaging in challenging tasks and learning as much if not more through failure.

On the other hand, we do not want failure, nor do we want to be wasteful in using our resources, including time. In many instances, we likely know what is required and how we should approach it. That produces an outcome that meets the extent and confines of our ideal. Similarly, those same ideals limit advancement. The creative input of others will likely push your thinking and produce better outcomes.

The quandary is how much support we provide when we provide it, and in what form? This is where the balancing act begins.

Too much, and we stifle opportunity and do not empower individuals. Too little, and we are not providing the adequate support and guidance that we should as a coach or a leader.

As a leader, we are there to support and guide. If we create relationships of trust, others will understand when they need your input and guidance. If we offer too much, they shy away, and when we offer too little, they may think you care very little.

A big help in the process is when we are clear on what we seek and the vision of success. Obtaining clarity here is essential. As the supporter providing some guides of what to look at and what to avoid may also be helpful. Then, allow them to think it through and come back with questions. Allow others to experiment, execute and evolve. They will make decisions that are not your own. Instead of saying it is wrong, understand why it may be different. Use that as your own learning experience. If the initiative will require time, build an appropriate system of checks and balances. Show you care, and you are there. Ask questions. Be inquisitive. If you wait until the end and are not satisfied with the result, what did you not do to better support yourself?

The balance is the bond of the relationship—one of trust: the belief that people are doing their best and that there is no malintent. In a trusting relationship, there will likely be a more open discussion. Questions will naturally flow in both directions, and typically we can avoid significant mishaps.

It is an art, and like any other art, we can only become proficient through practice, trial, and error.

Sorry seems to be the hardest word to say

Nov 6, 2021

From the earliest age, we learn that the right answer is good, how to tell right from wrong. We receive applause for doing the right thing and revered for being right.

Regardless of all our efforts and best intentions, we sometimes get it wrong or are just at fault. It may take another’s insights to inform us and sometimes to our surprise. It may be a quick reaction, an incorrect fact, a perceived hurtful or degrading comment.

Yet even when we appreciate that we may have been wrong, we struggle to apologize. When we do, it is always appreciated and welcomed and will often diffuse a lingering sense of discontent.

We may harbor resentment and discontent for a few hours, days, or even decades. To what purpose? So that we can be right? Does it not cause us pain as well? Who wants to be out of sync. Is it misaligned pride?

If we know we are at fault and cannot admit it and apologize without adding a qualifier or disclaimer ‘but, and or if’ what does it say about us?

Sorry maybe the hardest word to say, yet it may be our redeeming gesture that sets us apart and positively defines us. So fess us, own it, and be big.

Sir Elton John states it well. While, in this case, it speaks to a relationship, it applies in so many elements of life.

Measure the actions

Nov 5, 2021

Some naysayers will always let you know when you have failed or are less than stellar. They speak with authority and knowledge. At least, that is what they may want you to believe.

We should listen. There may be wisdom in their message, but we should always understand where it comes from. It is easy to accept their words if they are achievers themselves or if the words offered are of genuine encouragement.

All too often, it is easier to speak than to do. So keep on doing, and let them talk since it is the actions by which we are ultimately judged.

Solace in uncomfortable

Nov 3, 2021

We do not set out to be uncomfortable, and we dislike it when we are in situations where we battle to find a good path forward.

Yet, while there is the apparent loathing we feel about being in that position, we should ask ourselves if this is an opportunity to reexamine our mindset. Uncomfortable requires fresh thinking, alertness, astuteness, and sometimes courage. Is that bad?

What may be uncomfortable, maybe a reckoning and a gift?

Predictor of success

Nov 2, 2021

The stories of individuals, and organizations, who succeed in their pursuits are riddled with examples of good fortune, opportunities, luck, and privilege. But, while it may not always be the case, many times, there is a single trait that stands above all others in these success stories: a steadfast determination and perseverance to succeed at a particular element. Rarely is the trait to be good at everything.

Compared to those who may have similar opportunities or experience good fortune. When they fail to achieve the outcomes they desire, inevitably, someone or something else is the cause of their demise. Yet, the talk is all too often more impressive than the effort. However, in success stories, we can see a meticulous determination to achieve their wants.

If we want to know if we will be successful, we should look at our discipline to consistently work towards our goals. Nothing more or less.

Reveal your superpower

Nov 1, 2021

Like many Marvel or DC Comics characters have untold superpowers, there is little doubt you have your own. Yours may not result from a genetic jackpot or an accident of nature but instead, one that you have likely nurtured.

Inevitably it is one of choice. Being caring, kind, helpful, considerate, or generous are not elements that were gifted. Instead, they are deliberate choices we make concerning how we want to lead our lives and require consistent commitment and dedication.

Why hide it? Instead, show it off and let everyone experience it.

Be here and now

Oct 31, 2021

The future looks bright, or we dwell on the past. While both may feel important, with the distraction, we miss out on the most significant opportunity, being now.

We will not change the past, and the future we desperately seek may never be if we cannot make the most of today.

Humility in what we don’t know

Oct 30, 2021

The proliferation of information and speed of change forces us to keep abreast of changes and seek to attain the knowledge to remain current and relevant.

Expanding our knowledge and being open to learning is essential to anyone seeking to develop and grow. Unfortunately, we encounter many who believe they already know everything they need to. When you speak, they immediately offer that they are already aware of the thought, understand it, have done it, or been there. Inevitably what we do is we stop our explanation. And so you should. Why bother with those who do not seek to learn?.

Each encounter offers us an opportunity for self-development. We can embrace it, or we can demonstrate misaligned pride and arrogance and choose to dismiss any new insight or even reinforce our own. Those who are humble will grow and will likely be a better person for it, too.

How wonderful is it that we do not know everything?

Get better. For whom?

Oct 29, 2021

Some people strive to improve daily and appreciate that their personal development is essential to their being. However, while noble that they strive for growth, it merits questioning their motive when it is an element of vanity and bragging rights.

Developing a new skill and taking on a challenge for personal improvement is commendable for many reasons. However, if we are doing it to boast and say, ‘look at me and what I have done,’ one should begin to question your motives and value system.

Get better. Do it with passion. Grow. Feel alive. Do it for you. And frankly, who cares what others think if you are better than you were yesterday.

A bad idea

Oct 28, 2021

We don’t know what we don’t know. So how can we expect a new idea to be accepted with fanfare and excitement when the outcome is not familiar and likely requires some adjustment on the part of ideas?

When teams engage in discussion and brainstorm to improve, grow, or transform, there will always be many new ideas thrown out that may seem so far-fetched. It may even be a fresh take on an art form. But, how many new ideas were likely not well accepted when first introduced? Consider Picasso, or the designer who walked into Apple’s boardroom suggesting a piece of glass was the future of communication and all things mobile, or that there was no need to visit a video store to watch a movie at home when you choose to watch it Out there, and likely not well received at first.

There is only one inherently terrible idea: the one that we do not share in fear of reprisal. Share your thoughts. You may be concealing your inner genius.

Why not?

Oct 27, 2021

We are all too accustomed to going through mental gymnastics and explaining away why we cannot or should not do something. It is inherent in our thinking; it is a culture of avoiding danger and inevitably cautioning risk. Regardless, our practice explains why we should not buy a motorcycle, move to the country, the city, invest in a new course, take on a new initiative, or move to the job we dream of doing.

How simple is it for us to justify away with the practicalities of our lives? Yes, you have heard many versions of the saying that ‘no one on their deathbed says I am pleased I did not pursue what I most desired,’ yet the reason we do not is that we justify we have many more years ahead of us.

What if we flip our thinking for one moment and ask ourselves, ‘Why not?’ Instead of explaining why you should not be doing something, ask yourself why you are not doing what you choose. It may be a simple nuance, yet it will stir up a whole set of different thoughts for you to mull over.

And then again, why not just do it? You may have a richer life for pursuing your heart’s desire.

Steer to the chosen direction

Oct 26, 2021

A challenge faced within organizations is ‘how do we ensure we manage the organization, various functions, and outcomes, without being overly involved and micromanaging?’ However, if we trust the people we have surrounded ourselves with, it becomes relatively simple to manage towards common goals and objectives.

The selection of specific measures that mark the impact of our actions is all that is required. If the objectives and the measurable outcomes are clearly understood, shared, and managed, we know where we should be spending our resources, including time.

However, if these are not well-defined, we have little focus and become busy to make up for lack of clarity.

When we emphasize the outcomes, we guide and support them without being overly engaged in each process step. Success and failure are also simply understood since the measures will quickly emphasize the current status. If we appreciate people will make mistakes, we can be sure they will learn far quicker when they see their actions are not meeting expectations. By constantly managing their efforts, there is no learning and no focus on the outcomes, but instead a focus on avoiding the perspective or wrath of the supervisor.

Significantly when companies scale, the opportunity to micro-manage reduces. Failure will quickly creep in and overcome the entire system in an overly reliant environment on a control-of-actions management style.

Be clear on the objectives, methods, and frequently review measurable outcomes, and you will experience gains in individual responsibility and outputs, overall organizational performance, and morale.

Two wrongs

Oct 25, 2021

You may have someone do you harm by being dishonest, lying to you, or talking negatively behind your back. Sadly, it happens often and likely far more than one thinks, especially in many workplaces. Unfortunately, when one is unaware of the words or actions, they go unnoticed.

When we know of the wrongdoing, that is ultimately when we show our mettle. We may want to retaliate and inflict similar harm, but to what avail. By doing so, all we have done is stoop to the level of the individual and prove to be as they are.

If they have done wrong, by us doing wrong, regardless of one’s justification, merely validates their behaviors. Further, the anger will manifest itself, harming you only to be followed by an added complication.

It may just heed us just to do what is right and remain even-keeled. After all, who dislikes a kind person, regardless.

Small rituals, big results

Oct 24, 2021

The small gestures of gratitude and appreciation are often more valued than grand acts. Taking the time to create simple rituals, such as sharing a morning coffee or an afternoon treat, will go a long way in cementing a lasting bond.

While insignificant in many respects, saying ‘I appreciate this moment we share’ will not go unnoticed.

Find it, be genuine, and enjoy it for what it is, and the impact will soon follow.

Everyone is worthy

Oct 23, 2021

While we are in a culture that emphasizes titles and hierarchy, individuals who recognize others regardless of stature are most appreciated and sought after.

It does not matter what position someone holds or their job or role; they deserve respect and recognition.

If we want to be accepted or recognized, it could be appropriate to consider everyone worthy of our time. When people believe you are supportive or even merely welcoming, they begin to align, and there is a cascading effect and swell of support for the person who respects others equally.

Take the time to speak with others. Inevitably you will be pleasantly and favorably surprised.

A word defines a leader

Oct 22, 2021

One word will simply portray the true nature of any leader and reflect not only their leadership style, what they value, and how they lead.

The two words to compare are “I” or “We.” Simply listening to a leader’s frequency and use of the two words will describe an infinite amount about them.

The autocratic and instructional leader will use ‘I’ far more than the word ‘we.’ It is very much about what they have attained and achieved.

Those who believe that their role is to guide their team and build the team use ‘we’ in describing successes and will be more inclined to use ‘I’ when there are mistakes and failures.

Leaders who trust their teams will talk about ‘we’ and, in many cases, and will give credit and recognition to others. In contrast, those who do mistrust will refer to their work and emphasize self-importance at every opportunity.

A mere discussion with any leader and observation of their use of those two words will provide you with tremendous insights.

As a leader, if you are in the ‘we’ category, you likely have a strong team, and if your team is misaligned, you may want to check your use of the two words and reconsider where the issues stem from.

Empty expressions

Oct 21, 2021

We have all heard these expressions or forms of them, ‘To be honest with you’ or ‘with all due respect.’

Maybe we should stop and ask a question before we listen further. Does this imply that the individual is typically dishonest with you? Why should a vacant expression command different attention?

Would we not be in an ideal world if we could have discussions with individuals and know that they are being honest, open, and caring and that we did not have to attempt to read into what they are saying? Would our discussions not be far more productive and even pleasant if that was the case?

We should rather look to practice honesty and respect at all times, and not require a pointless preface before we have a discussion. To be known as that person and welcomed by others because of one’s honesty should not be momentous, but instead something we can aspire to daily.

Whose time is of greater value

Oct 20, 2021

Can we agree that time is our limiting resource? If only you had a few more minutes, a day, a week to accomplish whatever you need to.

While we have greater control over the events or activities we choose to spend time on, there are instances where our participation is requested. It can be challenging, especially when a superior is making such requests. However, it is reasonable to question your involvement, your role, and the value you bring.

There are also the instances when we are committed to an engagement and have a set start and end time, and then we are kept waiting, or the meeting extends beyond the agreed upon time. If you left early, it might be considered impolite. But why?

Why is it reasonable for people to demand our time or extend beyond the agreed upon period? Is this akin to being offered goods at a price to only then have it increase in price without your approval?

Should we not ask why this is reasonable? Is our time less valuable than theirs? It’s disrespectful and not something you need to accept.

It’s your time. Share it wisely.

Promote intimacy

Oct 19, 2021

The relevance that we remain intimate with the elements that are significant to us.

Intimacy by nature is closeness and specialness. It is relevant to all facets of life.

For when we fail to maintain that close relationship in search of abundance, so soon do we begin to suffer loss.

Yet, when we embrace our role in nurturing intimacy, it seems that other elements improve as quality prevails.

In or out

Oct 18, 2021

Decisions can be the catalyst for positive change, while indecision complicates most situations. We mull over the pros and cons, the virtues and downsides. And yet will we ever know? Likely not. If we had known, the decision would not be one we need to make. If it is pouring rain, should you take an umbrella? Yes. No decision.

So why do we mull over decisions? All it does is create uncertainty, confusion, and discontent. It is not in any way a clear and happy situation. In truth, we are likely mulling over or stalling what we already know. Is it our form of procrastination, avoiding tough decisions we should make, or pushing us forward into areas of discomfort?

Ambiguity is not a savior. Instead, it is the toll of discontent. If it is not abundantly clear from the outset, commit to making a decision and go with it. If it involves other people or parties, your indecision helps no one.

Be decisive, you will soon know if that was right or wrong, but it will be better than not knowing at all, or worse off making no real decision and hence committing to nothing.

Family first

Oct 17, 2021

Few bonds in our lives amount to permanence. Some elements connect us through history and what we do, where we went to school, the community we grew up in, work, and sporting associations. Some may be strong, and some may fade. The one bond that remains is family

Family is there in our greatest need and will share in our joys and trials. It is not fickle. It is constant and will mostly overcome all tests. Yet do we prioritize it as we should, or do we allow it to suffer often at the expense of some other seemingly important affiliation or encounter?

Like any task of importance, if we dedicate sufficient and appropriate time and attention to what matters, we reap the benefits and attain success. Like tasks, essential relationships should garner a similar level of care and nurture.

Put family first. You will be rewarded, and it signifies to others who you are and the values that define you.

Good old times

Oct 16, 2021

Yes, that longing we have for something that has gone. We know it is past, and we recall all the positives of those times.

What we are experiencing today in the workplace is no different. Many organizations would like to go back to when we were pre-Covid, and some employees as well. However, that is not ever going to happen. We have moved forward, and many factors have changed that not only make it unrealistic but, frankly, not possible.

Think of any period in time that you enjoyed. Was it the 70s, 80s, 90s, etc.? Take some simple elements, do you miss using a fax machine, having no mobile phone, or no internet? Or are you missing dial-up? Those reflect technological changes. And so they will continue. It gets better too.

Our longing is the experience and the memories. We make progress, and there is little value in dwelling, other than to savor what may unfold going forward,

It’s the old-time because they have gone. Yet, the freshness is what we can get excited about. So, today, take it on and hopefully create a moment of the ‘good old times’ for tomorrow.

No universal denominator

Oct 15, 2021

You work in the same organization. You both love the same movie genre. You are from the same town, city, county. You play the same sports, like the same drinks, and support the exact cause. So there is a multitude of ways we can connect with a person.

When we do, we feel we have a kindred spirit. We connect and create a bond. Fostering that connection is invaluable.

And there, we should stop emphasizing the likeness, or at least tread lightly and move slowly. The fact you have found something you both agree on does not suggest you align in all respects. When you do discover the differences, and you will, do not resort to the apparent fallback: judgment. Since you had a bond, when you recognize the differences, you may even feel betrayed.

Would we not be better served to appreciate what we have in common and build on that, rather than highlighting what is now clearly out of sync? Possibly we can best appreciate we are different, which can lead to a more colorful relationship, and more so, that common interest is still prevalent.

Ultimately, we will never be aligned with anyone completely, and if we think we are, we may not be asking the right questions or listening that well. Humans are far too complex to be the same. So relish the diversity, and celebrate the commonality, and learn from our differences. After all, do you only want to spend time with someone in your likeness each and every day?

Build the ideal…

Oct 14, 2021

It is not uncommon for people to say that they are looking for their ideal career, job, employee, or even soulmate. We can search for all of these, yet they are flawed or don’t meet our expectations from the outset.

When we search, we repeatedly uncover issues, and little meets our exacting standards or needs. Supposedly waiting for the right thing to come along is a rarity since it never seems to come along. What we seek is subjective, evolving with our fleeting whims. If it meets our expectations today, we alter our outlooks, and tomorrow we find fault.

The drawback is that there is no perfect job, candidate, partner, relationship, or friendship from day one.

To build in the image of what we desire, we adopt a proactive approach to create and frame what we want. We are no longer responsive, waiting to see what may present itself or something better will appear. Instead, with a building mentality, we appreciate something good with possibilities, build on the positives, and begin making it great. To meet our exacting expectations, we need to craft it into the image of what we want.

The raw ingredients may be there, but we need to form each day to produce what we value, and we can never stop. So yes, it applies to your career, job, employees, and relationships.

Interestingly, that which we build through perseverance and consistency is also what we most cherish.

We should challenge boundaries

Oct 13, 2021

It is interesting how a young child will always seem to push the boundaries. It seems constant. As a parent especially, it can feel like your own margins of patience are being put to trial. It is frustrating and, at times, just exhausting.

Why not celebrate it? They are learning and challenging the foundations. It demonstrates curiosity and desire to advance. It is not disrespectful to yet a natural curiosity and desire to understand what is not possible.

The same applies in our professional lives, where we challenge and, in turn, put to the test. We can be annoyed, upset, and downright frustrated. But, we can also reflect and wonder what we are missing, is there a learning moment and maybe even something to celebrate?

Boundaries are there, or so we think, for a good reason. Yet, it is when we test and push beyond confines that we make progress. It is where innovation comes through, as well as progression. So it may be for ourselves alone, or in some instances, for humanity.

Support over instruct

Oct 12, 2021

Some leaders will ask themselves: Am I here to primarily give explicit instruction, or am I here to support and guide the people in the team as they execute their roles?

Do you create a vision, set direction, and then instruct others to execute on the work while you set expectations and ensure the organization meets the objectives? Again, it may seem straightforward since you know what you want, how you like it done, and what you have planned.

Yet, you should expect that the next time the team faces a similar issue, you will need to instruct again. Thus, while instruction may seem more straightforward and ensure that the leader is involved, one should expect you will always be required regardless of how small a decision is. The team would prefer not to exert their time and energy, knowing you will need them to follow your instruction irrespective of their thoughts or actions.

The support approach builds off a similar foundation. It includes a clear vision, direction and objectives portrayed to your team and then stepping aside to allow team members to step up, grow and execute.

The leader’s primary role in this approach becomes one of support: – guiding, steering, and encouraging towards the objectives. This instance enables individual team members to take risks, share ideas, and develop ownership and individuality.

In addition, the support approach builds morale, improves team dynamics, and begins to build new leaders, much needed for organizational prosperity.

Abundance among weeds

Oct 11, 2021

Weeds are considered a blight, a nuisance, and an invasive presence by most avid gardeners and farmers. They are unintended and uninvited, and the question is, how does one get rid of them? Naturally, we go to lengths to eradicate the nuisance.

In the eighteenth century in France, some women farmers had the most productive herd of dairy cows in their region. Unfortunately, the women were not fortunate enough to procure dedicated pastures and to feed their herd, and they would gather roadside grass for their cows. The grass comprised a variety, including what farmers would consider a weed. Nevertheless, other farmers took note of the productive herd. Some bought the women’s calves, believing they were purchasing a superior animal, to discover soon that once in their pastures, they were producing the same amount as their existing herd.

The simple untended roadside grass left to grow in its diversity provided a far greater level of nutrients over the curated pastures constantly being fed off and replanted with a single variety, which often requires more chemicals to sustain the single varietal. While on the roadside, the plants that naturally thrive in those conditions prosper. The combination of plants that grow naturally complements each other and is self-sustaining. As a result, the cows were able to choose what they needed.

How this mirrors our lives. We want to create controlled and manufactured environments since we believe people will prosper better with the one supposed prime factor. So we assemble homogenous teams with the supposed skills and talents we think are most valued—people who are alike, think alike, and behave alike. Then, in many instances, we spend vast amounts of resources trying to make them work together efficiently.

Yet, in reality, variety is what truly pushes us to be the best. Therefore, we should embrace diversity in all its facets.

The trust factor

Oct 10, 2021

Individuals want to be trustworthy.

They desire to be trusting of others.

People are not always trusting, nor trustworthy. So rather than playing the waiting game, be the initiator. Begin with trust, and others will likely respond similarly in return.

Critical to developing happiness in life is to have relationships, and the cornerstone to good relationships is trust.

Essential in team prosperity is cohesion and reliance on each other, with trust being the foundation.

If we seek personal and professional success, trust may be the element we need more than anything else. The great news is we directly influence it.

Grateful to who

Oct 9, 2021

Research has shown that individuals who practice daily gratitude experience more positive emotions, magnified positive experiences, improved health, more ease in addressing challenges and building strong, healthy relationships.

One can be grateful for any element in their lives, be it daily personal experiences, the simple daily gifts nature offers, relationships, career, health, and possibly even material windfalls. It is your gratitude, you decide.

One gratitude will have an even more significant impact on our well-being, and that is our gratitude for others.

When we appreciate the contributions of others, the bond feels closer, and it will strengthen one’s sense of the relationship.

Should we express our gratitude to another, we will likely make another person’s day and inspire them to do more while cementing positivity in the relationship.

Who are you grateful to today?

Nibbles

Oct 8, 2021

If we break down our jobs, roles, and activities we undertake, we can identify a set of tasks required to accomplish each of them with success. Yet, not all tasks are of equal stature, nor will they generate the same level of desire and enthusiasm from us. For example, who is excited about the filing we have neglected with such vigor, and of course, we want to take on the tasks we find enjoyable, creative, or exciting.

While the relative importance is vital, our approach to the tasks is just as significant. If we set aside half a day or more to take on any job, regardless of the anticipated enthusiasm towards the job, we will likely fail. The prospect of any activity taking so much of our time is daunting for even the most dedicated person.

If we want to make progress and succeed, we are best to take it in nibbles. Breaking it down into smaller segments over a period will derive far better results, provided we do not lose efficiency. Many studies will support the notion of twenty-five to thirty-minute periods as ideal and then taking a short break. Inevitably, if we set aside one or two such periods, you may soon find that it is less of a chore than anticipated, and we now become overachievers and go beyond the time we planned for.

After all, if you want your cake and eat it too, you are better off starting with a nibble at a time and savoring each moment as you go through the entire delight.

All the answers

Oct 7, 2021

We create anxiety because we do not have all the answers. Yet, why is having all the answers necessarily good? There are instances where it is favorable to have the answers, such as taking an exam or where we call upon subject matter expertise, and there are many instances where it’s not ideal

When we commence with a project or initiative and assume to have all the answers at the outset, there is a strong probability that we will miss much along the way. Similarly, any creative endeavor will benefit from a fresh outlook or at least one that brings in a differing take from the start and throughout the process.

Possibly we should be pleased we do not always have all the answers as that may suggest that we are open to fresh ideas and that we are approaching the initiative with an open mind, which inevitably always produces better results.

Seeking the answers provides us with an element of unpredictability and opportunities for growth and experimentation.

Playdates

Oct 6, 2021

As young children, we’re encouraged to play. Parents will organize playdates for their kids, and one of the biggest distresses for many parents during the pandemic has been that their children are suffering from a lack of interaction and missing out on the play. Rightfully so, we should be concerned since play contributes to children and youth’s cognitive, physical, social, and emotional well-being.

Yet, as we grow up, we frown upon play. Some may suggest that they ‘work hard, play hard’ to signify that while work is an essential element of what they do, play is an integral part of their healthy being. It sure is. Regardless of our view on the notion of human interactions, we as a species are social animals. Yes, we thrive in the company of others.

When we consider our well-being, it is likely that when we may have felt a little low in energy or esteem, we have neglected our play opportunities. Thus, in our active lives, it may bode us well to schedule time to play, especially if we intend to perform well in all the other facets of our busy overscheduled existences.

Little ass

Oct 5, 2021

In the region of Parma in Italy, one can find the queen of all cured meats, also known as the culatello, or little ass. This delicacy is aptly named since it is made by curing only the rear muscle of the haunch of pigs born, raised, and butchered in Lombardy and Emilia Romagna, thus explaining its high cost.

While some may suggest that there are aptly suitable substitutes, including the delicious prosciutto, those who have compared the two will know that it is an inferior attempt to satiate one’s gastronomic wants, and at best, a mere pretender to the throne.

This small delicacy represents so much more in our lives: we know that one option over another is inferior and will likely taste, feel, smell, work or perform to a lower standard.

Inevitably, one of the primary distinctions may come down to price, and while that may be a viable consideration or argument, we may also ask ourselves what alternatives exist. In many instances, the total cost is mostly a factor of quantity and unit price.

So should we choose to enjoy the culatello, we likely can; it may merely be in a lesser quantity than the substitute. But then we appreciate that small slice of pork heaven we seek, which any limitless amount of the replacement will not replace.

We should ask ourselves, for many decisions we make, is the substitute truly worth the compromise.

Execute with kindness

Oct 4, 2021

To be hanged, drawn, and quartered became a statutory penalty for men convicted of high treason in the Kingdom of England from 1352, and to those who were judged to be a traitor faced a horrific and gruesome demise.

Fortunately, this practice is no longer in place in its exact format, however, the metaphoric practice of disemboweling individuals is still prevalent in our society, and often in many organizations and institutions.

Why is it seen as appropriate that those who have power are permitted to talk in a manner that would not be befitting of those they are admonishing speaking back to them?

In all our communications, not only is the message itself vital but the delivery as well. If our delivery is emotional and chastising, it is likely the message is lost. Regardless of whether the message was right, the mere force of the delivery ultimately places the individual who is delivering the message as the wrongdoer.

A little more attention should be directed to our delivery if we want to ensure that the message is well understood. Hence, the phrase ‘kill them with kindness’ may be more appropriate, since a message delivered in this manner is likely to force us to pay attention to both the message and delivery and will warrant greater reflection.

Art of debate

Oct 3, 2021

In some cultures, it is still considered an art among many to engage in passionate, convincing debate. It really doesn’t matter what your view is, but rather the process and the pleasure of engaging in debate with individuals who have differing opinions. Individuals welcome the opportunity for debate, to challenge, to hear, and to convince.

Yet in many workplace cultures, a debate is seen as an absolute taboo. Individuals shy away from debate, and should someone ask you a question or directly oppose your thought with their own, it may be considered heresy and a sign of disloyalty or confrontation.

How do we grow if we are not open to discussion? How can we improve if we are not challenged? After all, our perspectives are already known to us and if we choose to ignore outside perspectives, we stagnate and remain mired in fixed and limited thinking.

Possibly, we should encourage teams and groups to set aside time to specifically engage in debate. Not that we seek a winner, but instead we seek to take the time to learn other perspectives.

You’re as old as you feel

Oct 2, 2021

It is not a matter of age. It is a mindset. As we get older, we marvel at the independence and spontaneity of youth. As if that is a fault.

As the years go by, you are more responsible, you fear more, and you are likely less adventurous. Yet all your decisions are yours alone. Nothing is truly stopping you from a swing rope jump into the water, an impulsive road trip, or just a drive for thirty minutes to buy your favorite cookie.

Live a little and enjoy the exuberance of youth. You will smile and likely live longer too.

Forgiveness and redemption

Oct 1, 2021

A fact of life: We all mess up! Every single person, bar none. Why? We are human. We will make mistakes. We will cause errors in judgment. We may not be considerate. We will operate below par. It happens.

What then is even more relevant?

If it is you making mistakes, be kind and patient with yourself. Possibly the issue is you have been too judgmental and rigid on yourself. On the other hand, maybe you are tired and need a break. Regardless, how does beating up on yourself help? Yes, you may well have made a mistake, but how do you plan to minimize that again going forward?

If others were in error, be even kinder.

Best learning opportunities

Sep 30, 2021

Consider the moments when you have been successful and learned from that experience. Possibly you were given explicit instruction and shown how to undertake a task. It is straightforward; you complete the activity and succeed.

There are instances when we take on a challenge where we have little sense of how to do it: there is no clear path, and we cannot rely on others to guide us. In these instances, we will likely fail and flop many times, and if the task is new and ambitious, expect significant setbacks. Yet, at each failure along the path, there is a learning opportunity. We now understand what does not work and what does work, and as we progress, our knowledge base is far more excellent than if we had merely followed directions. Inevitably, our ability to solve problems improves.

We should embrace failure for ourselves and within organizations. Instead of labeling it as a negative, rather consider it as an opportunity to learn and grow.

Resist offenders

Sep 29, 2021

Inevitably, there will be times when someone may voice an opinion or take an action that we find offensive. However, in being offended, the perpetrator is no longer alone since we are now complicit through our reaction.

Why would we take the time and give any importance to their voice or actions? The best solution for us is to disregard them, for they may realize that there is little value in their offensive actions since no one cares.

Measure by objective

Sep 28, 2021

Measure by objective is a term coined by Andy Grove at Intel and taught to and popularized by John Doerr. The notion is simple: we should be creating goals that groups or teams can collectively work towards.

Critical in the process is understanding what we intend to achieve. Ultimately, these are the objectives we set. However, if we are not specific, they can begin to be nebulous. And why do we want vague goals? The reason may be that we are uncertain about what we intend to accomplish, and hence, unclear works well. On the other hand, when we are deliberate and thoughtful, the objectives minimize obscure thinking and reduce needless and wasteful actions. At no point should the goals be about the quantity we have, but rather the quality of our ones.

Similarly, defining key results can be difficult. Nevertheless, they are the benchmark against which we measure our progress and performance. Key results keep us on track and help maintain the focus of our efforts. These results, which could be three to five per objective, are time-bound and should be measurable and verifiable. These measurements may roll over into subsequent years, significantly if the goals are associated with sustainability and growth and evolve as the work refines.

When we invest in developing the objectives and understanding the intended outcomes, we find that the actions required to achieve the results are more apparent. In addition, being deliberate in planning should lead to better coordination of activities across the entire organization, working towards the most important goals. When we continue to be less clear on our objectives and do not get the well-defined results we seek, or even worse, do not track them, we should be asking ourselves what we are planning for, and why we undertake the process.

One by one

Sep 27, 2021

Individuals and organizations who want to advance will often embark on several initiatives to improve performance and make progress. It is a phenomenon even more prevalent with failing organizations. In an attempt for a turnaround, they will set out to do many tasks or even undertake multiple new initiatives all at once.

Regardless of win or fail, we rarely understand the reasons for the outcome. Simply, because how can we know which factor contributed to the success or demise? It is relevant also when designing new products or making process improvements. What is the relevant element of change?

If we instead initiate change, one at a time, we can quickly determine whether it was a success or a failure. Only then can we proceed with absolute certainty to the next step knowing how we have made progress to date, both win or loss, for knowing each is progress.

While it may sound impressive that we are initiating many changes or actions at once, we may find that the answers we seek will not present themselves, and we’ll be none the wiser.

Possibly the adage of less is more, is what is essential and wise.

Get out of your own way

Sep 26, 2021

The title of a U2 song aptly describes what we should do more often. When things go south or off course, it is simple to look around to assign the blame to others—ever wondered how that helps?

The only place we need to look is inward since we know where the issue lies in most cases. However, there will be instances where we are correct, and while it may not be the ideal situation for us, does it necessitate our action or reaction.

Maybe we should ask ourselves, ‘how did I aggravate the situation, and what could I have done differently.’

Imagine how smoother or faster we may travel if we get out of our way and likely further, too.

Friends

Sep 25, 2021

Astonishingly, some individuals will have hundreds, as defined by Facebook. Some may refer to people they interact in a friendly manner as their friends, or those they work with. Is being friendly suggest you are friends?

When we consider the limited time available in our complicated and overscheduled lives, it is valuable to determine not only what and who we spend time with. Of course, people are essential in our existence, but then it is not the number of people, but rather the quality.

How do we define friends, acquaintances, and colleagues? It is subjective. However, they are not the same. You define the definition and qualities. And then it is only you that you answer to. If you have a hundred good friends, how many do you have?

Do you choose to amass friends like a random collection that we place in the closet and never enjoy, or do we procure a refined collection that we put on display and enjoy daily? Of course, you may call your entire collection friends. However, you will honestly know which you want and value most.

Why diminish those that are meaningful. You like the people you work with. You enjoy the company of some. You have no idea about their lives, have never shared a meal at home together. Let’s call them what they are.

And if we find ourselves amassing new best friends by the season, we may want to ask ourselves more probing questions of values.

It’s the weekend. Call a good friend and catch up. It may be the best time spent.

Pain barrier

Sep 24, 2021

Long-distance competitors will talk about the pain barrier, a point in any race where your body feels that it can no longer continue because of the fatigue and pain one feels. Breathing is heavy, muscles ache, cramp sets in, and your body wants to quit. Or at least the mind.

That is the very point when runners know they need to push through. It is the opportunity to confront the pain and move beyond the pain threshold. Inevitably, in most instances, once the runner breaks the barrier and continues, there is a sense of mental revival and physical renewal.

Similarly, in many complex tasks of a longer-term nature, we will hit that pain barrier when we begin to ask ourselves if we can continue. It may seem simple to quit, and who will question you after such gallant efforts thus far?

Or you could persevere and confront the challenge head-on and work through it. Of course, once we overcome the obstacle, we will find a new lease of energy and likely be better prepared for the next ‘pain barrier’ we face, with the full knowledge that we can overcome it, because we have before.

Do it better

Sep 23, 2021

We undertake and complete our task well, or our job is always at a reasonable level, and the initiatives we undertake we complete proficiently. In some cases, we may even say, ‘well done.’ And why wouldn’t we? We can go back tomorrow and do it exactly the way we did, knowing that it will be satisfactory.

What if we asked ourselves, ‘Could we do it better?’

How does your perspective change once you have completed your work and begin to assess how you may do it better? For most situations, we can improve, even if by one percent

A simple shift in our thinking leads to a significant change in our approach, and inevitably the outcomes. We are always open and aware of opportunities for improvement. When we invite feedback and explore with intention, we’re likely to feel a greater level of satisfaction with what we do.

Look at some of the major tasks you undertake each day and consider what you may be able to do better, and ultimately what the impact may be if you did do better. The time you spend will be very similar, yet the results will likely be vastly different.

Prepare for winter

Sep 22, 2021

Not too many decades ago, we were far more attuned to seasonal produce. Then, it was common for people to reap the summer harvest’s richness and seek ways to preserve them for the winter. In some ways, these practices continue, and there is a resurgence in these practices.

Interestingly there was and is such intentionality with the process, the foresight, the planning, the preparation, and the doing. By doing so, we ensure we can enjoy the abundance of the warmer seasons to help us sustain ourselves into the darker, cold winter months.

The concept of preservation is one we should practice more. Not solely with produce, but instead with our lives in general. In the workplace and our individual lives. It is simpler to prepare for the complex and challenging experiences in times of abundance than when we are being challenged and possibly suffering.

When an organization is thriving and doing well, do we take the time to ask ourselves, ‘what if?’ Do we appreciate how we may respond to adversity and loss and are we prepared?

Similarly, when we are doing well and feel we are in control of our personal lives and have a sense of overall satisfaction, that is the time to consider possible adversity in our health, careers, relationships, and finances and plan for it.

We may believe that because we are experiencing abundance, there is no need to heed such thoughts of demise. Yet, when adversity befalls us, is that the time to plan and prepare when we are down and weakened? Our mere thinking of possibilities may well be why we can cope with the winters of our existence.

If we can be confident that we should be thoughtful and prepared, we will suffer less, and in many situations, we may even mitigate the onset of any adverse demise.

Standing still

Sep 21, 2021

Mull over these facts and thoughts for a moment:

· The global average life expectancy in 2019 was 72.6 years, higher than any single county in 1950 and an increase of over 30 years during that period.

· The majority of youth today will live beyond 100

· The average retirement age in the US today is less than 64 years, while in 1950 it was over 68 years

· The average number of jobs people will have in their life is 12, with career changes between three and seven

· 58% of U.S. adults want to change careers, but the risk of starting over is a barrier. Of these, 29% say they cannot afford to start over.

It feels as if technology is evolving and changing at a pace well beyond what we think because it is.

· The number of intelligent devices collecting, analyzing, and sharing data should hit 50 billion by 2030

· The global Internet adoption rate sits at 59% in 2021.

· The world has produced 90% of its Big Data in the past two years.

· Solar energy adoption has grown by around 50%.

Change is constant and rapid. Yet, we still plan our lives, even more so careers, based upon the outdated expectation of our perceived longevity. Are we prepared to be able to evolve with the changes that life will present us?

When we begin to retain that whatever we have is our ‘lot in life,’ we may want to consider if we are resigning far too quickly and even too early. However, there is much ahead for us to grasp the possibilities since we will likely have time.

We will need to reinvent ourselves if we plan to keep up with the speed of change. So if you are in the same profession, you were in ten years ago, or even a different one, consider a point a decade ago and consider how it has evolved.

If you plan to work for at least another ten years, be assured that how and what you do today will be very different in a decade. Are you prepared?

The right support

Sep 19, 2021

We think we want help or need it. Yet, what is it we are seeking? Validation, confirmation, or agreement? How does this help us?

Are we not better off with honest upfront feedback that asks, ‘look at what you are doing. Can you not see the pitfalls?’ While they may even be wrong, does a pause not help us in our validation? This is not suggesting that some feedback received, or most, of a negative nature, are from individuals projecting their fears or restrictions. However, genuine, honest feedback is more valuable than support.

If you are unsure about yourself, you may need the support, but how does that help you? All that occurs is you obtain polite confirmation for a flawed idea that you are not committed to. While, if you are confident, the support does not add value, and the criticism will likely help you focus or clarify.

When we ask for support, let’s understand our motivation for it and what response we are seeking?

After all, if we believe in ourselves and the path we are taking, what type of support do we require?

The sun always shines

Sep 19, 2021

The sun shines each day. With cloud cover, we may not always see it, yet we feel the warmth and the existence.

As with the support and love of those who care, it is omnipresent, while at times, an emotional mist may be present and make it less noticeable.

We must appreciate that we will have cloudy days. However, the sun does not disappear, and it will be back soon enough.

Present day

Sep 18, 2021

Do you recall the night before your birthday, or possibly and religious celebration where we exchange gifts, and you sat in eager anticipation of what may unfold?

You cannot sleep; you keep imagining what may be and possibly add a prayer or two for good measure. The anticipation is immense. Mind spins, the heart may even race, and restlessness is the name of today’s game.

Yet, you have no idea what to expect. It’s the anticipation. We create a sense of euphoria, and optimism reigns supreme. We made the moment out of our own ideas, wishes, and wants. Possibly a word or two uttered, in some cases, a hint dropped, yet you don’t know with any certainty.

You wake up, and it is the day. The present is there in front of your tired, over drowsy eyes. You clutch it and rip the paper and bow off to possibly reveal a container. Hurriedly, you open the container, and voila, there it is. Finally, you come face to face with that expectation you created, likely for days and possibly weeks.

Most of that feeling of euphoria we create ourselves. The excitement, anticipation, suspense. All a trick of the mind.

Should we not have more present days? Why do we not create these for other events? It may be meeting a person, a new experience, work opportunities, a slow walk in the morning, even a simple dish.

Our daily routines and encounters offer an abundance of present days. Do we want to create one today or not? That choice is simply ours.

Seek manure

Sep 17, 2021

If we want to grow, we need manure. It’s not the actual manure we should be seeking here. Instead, it is supportive; it is having a few people around you who will give you the honest, brutal feedback; the feedback that also comes with genuine care and kindness, and is hard to hear, but is necessary.

All too often, we create a sense that everything is excellent. We craft a cocoon of calm, happiness, and supposed bliss. Yet, if we peep through the flimsy silk bubblewrap around us, there are likely prominent vital elements that need significant adjustment, yet we do not see it or choose to accept it.

And it is here that those trusted people will share some of the truth with you and help you see elements you never see that will enable you to grow.

Yes, you can live in your supposed self-crafted bliss or open yourself up to others who care and grow and prosper.

Avoid Armageddon

Sep 16, 2021

How often have you been the third party to a dysfunctional conversation, that while you are not one of the main protagonists, you sit back and ask yourself, ‘why do they just not talk, there is no issue’? We should be amazed that humans, the intelligent species, do not have more direct discussions. Instead, they will have side discussions, get themselves in a knot and frankly spend days creating the office catastrophe in their minds, and sadly often recruit an entire platoon to side with them in the verbal warfare.

And all too often, there is no battle to wage. Instead, the supposed issues typically arise from incomplete data, biased assumptions, and often a desire for a bit of office drama because it makes the day more enticing.

So rather than preparing for the proverbial disaster, why not look to have a discussion and just talk? A fifteen-minute conversation may resolve anxiety, angst, and misunderstanding that often results in fragmentation and inefficiencies.

Imagine what that may do for morale, productivity, and profitability if we put things into perspective.

U-turn

Sep 15, 2021

Oops, you have gone down the road, and it’s time to turn back. Not only an occurrence of journeys on the road but ones in our daily endeavors.

We embark on escapades and then decide on a complete U-turn. And while there is no fault in the pure action of the about-face, its reasoning is worthy of reflection.

Did we make a mistake and need to rectify our path?

Does the challenge appear insurmountable?

Have circumstances changed requiring us to take corrective action?

We go on personal and organizational journeys, and they are often fraught with error, not only physical but also emotional. Like the journey, did we plan the trip appropriately, were we negligent in managing the process, or confronted unexpected obstacles.

Each situation may require a U-turn, yet the reason requiring it is important to comprehend. We may be able to avoid the detours if we choose to make the adjustments the next time.

Perspectives in time

Sep 14, 2021

All too often, we will view, hear of, or be a direct party to an event or occurrence, and instinctively, we react. We make assumptions, form opinions, and judge.

And then, if we allow time to lapse after the initial reaction, our perspectives may change. Typically, we develop a more rational, broader, and calmer perspective than the initial one with time. It is often better informed.

It may bode us well to set a timer on our initial reactions and create a delayed effect. It is likely we will have less explaining and apologizing to do as well.

Take a deep breath, exhale long enough until it’s a new day. It will appear brighter.

Your onion

Sep 13, 2021

Life is an onion at times: it is not as simple as the exterior. Rust brown, white, yellow, purple. All so different. A beautiful bulbous vegetable. Firm, fragrant, and oh my so versatile.

But the flaky, smooth exterior belies the inner core that may bring tears to your eyes and immense pleasure to the palate.

We need to take the time to appreciate the onion. Get to know it and slowly peel it back. Understand how it may work best with what we desire, and how flexible it can be too. Raw or cooked, alone or an accompaniment.

Is this not life and relationships? Do we not need to take the time to peel layers back and appreciate how others may fit into our life? When we do, we may appreciate their versatility far more, and see beyond the initial reactions we may experience.

It is versatile, are we open to its nuances?

Extent of responsibility

Sep 12, 2021

Inevitably when we make any significant decision that will have a substantial bearing on an entity, we assume the decision with the knowledge, insights, and fortitude to execute sustainably.

Why would organizations take on a significant project requiring significant investment unless it is well planned and secure long-term funding? Leaders understand the commitment they are making, and there is a conviction to succeed.

The project begins in earnest, and individuals invest their time, dedicate their capacity to achieve success. In most cases, there will be adversity and multiple challenges to overcome frequently, yet we stay on the path towards the vision. We understand that even with progress, there will also be ongoing tests. It is part of the pledge to the cause.

With leadership changes, there is a risk a shift in focus may result. Leaders are under pressure to perform and demonstrate their ability to make difficult decisions in the organization’s best interest and internal and external stakeholders. Some decisions may prove favorable, and then again, possibly not. These decisions impact the people within the organization and maybe the organization’s key partners and the supporting community.

When an organization changes direction, what is its responsibility? Should there be an expectation for a seamless transition to minimize disruption and adversity to people?

Yet even today, organizations will shut down production and move away to other areas typically because it is in the organization’s interest and likely its shareholders. So, what of those who worked in the facility that shut down, the local community, and the support partners?

People will lose their jobs, supporting businesses will close, families will lose their homes, and communities will lose hope.

What happens when we place people’s physical lives at risk for our endeavor, with the promise of future prosperity, and individuals dedicate their lives to the initiative and commit to the cause. Is our responsibility heightened?

We would hope that those who lead would be mindful of the consequences of their decisions and respectful of the efforts of all individuals who came before them. We would expect they chose to lead with integrity and minimize the loss of hope and even possibly life.

If we expect the organization to behave in an honorable manner and consider the impact on the broader community and sacrifices made, what should we expect of nations?

And what is our role as individuals, after all, we make up communities, which form nations?

Dreaming

Sep 11, 2021

Do you recall the days when you were called out in class for daydreaming? The times you forgot to do something because you were dreaming? Remember how much you enjoyed it? It is not a phenomenon only for the youth.

Take the time for yourself in all its decadence to enjoy nature, the outdoors, and allow yourself to dream. It can be wonderful and immensely gratifying.

Now, convert those dreams into reality.

Delayed gratification

Sep 10, 2021

Can you recall the days of sending letters to someone you cared for? Or even taking photographs? And then we wait for a letter to come back and the photos to be developed. And sometimes we do not receive a letter back, or the photo reveals our inept photography skills.

Today, it is rarely an experience we encounter. We have almost instant gratification with everything we do, and we expect it. The email or text goes through and we expect an immediate response, or even demand it. All the while, we are setting the terms of our own expectations. When our expectations are not met, we are dismayed and even become resentful.

What of the other person? Possibly your repeated messaging and notes are an irritant to them. It may be inconvenient or they may not be prepared or have a response for you. How might they feel?

Possibly we can take a moment and appreciate the pause for just that: a pause. And when we do get what we were hoping for, be grateful we have it.

Let’s talk

Sep 9, 2021

It is interesting how those two words can provoke such diverse yet intense feelings among individuals. It can be seen as an immense opportunity, while for some, those are dreaded words the preempt a discussion of personal or professional demise.

We should talk. All too often, issues manifest through the lack of open, genuine discussion. When we have no debate, we have limited understanding, appreciate other perspectives, and inevitably fall to assumptions and judgments based solely on our own opinions. And it is typically our lack of knowledge and awareness that creates confusion and discord.

If we do talk, we do so on those that are simple enough and comfortable with. However, while those conversations need to occur, the ones that are divisive, polarizing, and complex are essential.

How do we have these discussions in a manner that enables open thought sharing? We need to create a safe environment, establish the principles of behavior that permit learning. Essential in the process is allowing ourselves to listen, hear and understand. We do not have to have opinions and maybe in a better position if we merely learn.

If we do not talk, how do we ever create a common language and understanding from where we can grow. After all, we cannot exist in isolation, and we are best to embrace all we encounter respectfully.

‘Let’s talk’ should become our opening salvo for open discussion and learning. If we don’t, we remain forever ignorant and blinded by our inherent limited vision.

WIN

Sep 8, 2021

To win is something instilled in us from an early age. It may be a win in competition with others, or simply us winning for ourselves. Regardless, we want to win. It may be coming first or attaining a goal. Yet, there is one essential win we miss.

What is the real WIN? Determining What’s Important Now?. All too often, when disagreements arise, and we seek to move forward between two parties, we tend to focus on our needs and our win. Yet, that is often not the win.

You may wish for someone to know your perspective and accept it since that is the win for you. However, what is likely more relevant is understanding what is critical at that very moment. It may be allowing the person to be heard. Or it could be acknowledging their perspective and allowing others to offer their thoughts. What we think of as the win is not always such.

When we face debates of differing perspectives, it will never fail us to ask ourselves ‘What’s essential now and focus on that rather than our predetermined notion of a win.

Speed limits

Sep 7, 2021

What is the ideal speed? Well, there again is no consensus. Every county has its speed limits, as does every state, county, and city to some extent. Why is it so challenging to agree on the appropriate speed limit under various conditions, such as freeways/highways, city streets, etc.?

In Germany, the suggested speed limit on the autobahn is 130 kph (81 mph). But, again, it is proposed and not mandated nor a law. In the US, Washington, DC has a speed limit on freeways that is 88 kph or 55 mph, which is not only suggested, it is enforced and punishable if you exceed it.

So why speed limits. To guide us, to provide safety, and protect us. But, interestingly, we are protecting ourselves from whom. Well, we as a society.

So let’s look at these limits. The limits in the US remain mostly unchanged for almost five decades. Some states have increased them, yet no national limit was created. History of US speed limits.

What about the cars?? In the 60s’ the fastest production car was the Maserati Ghibli SS – 170 MPH, and in 2020 the Koenigsegg Agera RS clocked 277.9mph. So while the speed of production cars has increased dramatically, speed increases have been marginal, if at all. Safety standards have improved. Cars design today is far better than ever before in offering protection for drivers and passengers.

We now have rockets we drive daily, yet one thing has hardly changed – the training and the requirements to get a license to drive a car, which is accurate in the USA.

Possibly we are imposing restrictions and limitations on elements we have no real need to. Instead, we should focus on factors that equip us to perform better, handle difficult situations, and understand and appreciate the road rules (which include fast lanes and overtaking).

Do we put people into machinery when they are inadequately trained and prepared? In some cases, yes, but at what cost?

What about life. Why do we impose speed limits on our progress? It relates to many facets of our lives. For example, why are speed limits imposed on us by others who think we are too fast? Or why do we even ask why we are going so fast. After all, is it the speed that matters, or is it our ability to handle and manage the pace we have chosen? Are we prepared, comfortable, and feel somewhat confident? If so, what is truly holding us back?

It is not the speed that matters, but rather how well we can handle it.

Start small

Sep 6, 2021

We take on a new challenge with such fanfare and eagerness and often dosed with unreasonableness. While our ambition may be realistic, we want to be able to do it from day one. Thus, while admirable, there may be a tinge of idealistic foolishness, and before we even begin, we stop and fail.

Why? Typically, we place unrealistic expectations on ourselves.

If you want to:

run a marathon, start by running two blocks
write a novel, start with a single page
learn to paint, draw a simple object
get a new career, enroll in a program

If we start small, we inevitably attain success, and if we repeat it each day, inevitably, we are closer to the dream or goal we set ourselves. Many small steps will complete the marathon.

Formula 1

Sep 5, 2021

Formula 1 is the pinnacle form of motor racing. Only ten teams, twenty drivers, compete. The barriers to entry are immense, and more organizations fail than succeed.

Those who succeed continue to maintain their foothold. The leaders are constantly pushing and have a singular focus: keeping their advantage and staying ahead of the competition. They focus on engineering, team coordination, and pushing the boundaries of technology to attain further success.

The teams who are not at the helm have far more to do, and one central element occupies their thinking, strategy, and execution. Unlike the leading team, they are preoccupied with one factor. What is the top team doing?

The laggards are more concerned with the front runners. What can they emulate, how can they adapt their cars to match the innovation, and what objections can they launch to minimize the advancements made by the front runners?

The attention is on someone else and not themselves. If we choose to focus on competitors’ efforts, when do we focus on what we are good at, how we may excel, and how we are uniquely different?

Looking at what our competitors are doing may be a guide or validation for what we are doing. However, if that is our strategy, they are already ahead since they have moved on from there.

On the same page

Sep 4, 2021

It is often subject to interpretation. Not only are words there for different translations, but even more so the intent of certain words we loosely use daily: responsibility and accountability, inclusion, completion, planning, outcomes.

In many instances, the lack of clarity leads to confusion, frustration, and time-wasting because we do not take the time to ensure we truly understand and align on our respective expectations.

When we take the time to think through what we want to do and then explain and discuss, does this not ultimately lead to far more fruitful results?

To get on the same may seem like added work at the outset, but when has it not ever resulted in less work in the end?

Misguided motivation

Sep 3, 2021

Why do we do things the way we do them? While saying ‘because that is the way we have always done it’ is a reason often provided, it does not reflect a growth mindset and progression in one’s thinking or development.

Equally dissatisfying is the proverbial response: ‘because that is what my boss/supervisor wants.’

How does this reflect your own thinking and appreciation of why you do things? Will it help in your own learning and development, as well as your ability to execute independently going forward? Are we sure that the person advising us has thought through all the questions you have or considered the perspectives you do?

It is not a matter of being problematic or dissenting, but instead of being curious and thoughtful.

If we resort to ‘because my boss said so,’ it may highlight other questions we should ask ourselves and precisely our approach to thinking and executing the work we undertake.

Obtain consensus

Sep 2, 2021

All too often, we do something and seek consensus—a design, words, the focus of work, etc.

Yet, do we consider the probability of attaining consensus considering the abundance of existing choices and perspectives?

Each day we have choices. There are thousands of news items, and each one could influence us or not. But, even more so, which one do we choose to allow ourselves to be impacted by?

Think of what you have seen or read today. What has stuck with you?

We then have varying perspectives on a single story. So, again, our view and a choice as to what we focus on, what elements are essential to us, and the takeaway we garner from this.

And again, from our perspective manifests a new set of choices. So what do we do with this further found information and our resultant view?

When we consider the endless possibilities and discover commonalities with others, should we not sit in amazement that another human agrees with us?

Yet, all too often, we seek consensus. Is it overrated and unrealistic? Possibly we should sit in amazement that we were able to find others who made similar choices to us and share our perspectives. Perhaps driving our attention to this small group may bode for better, stronger, and more meaningful outcomes in many aspects of our lives.

Not by chance

Sep 1, 2021

The culture within organizations, while challenging to measure independently, is invaluable. Organizations with poor cultures will typically be less profitable, the staff is demotivated, and there is a high turnover, little innovation, and everything seems like a struggle. These are not happy places, and often failure is imminent.

On the other side, those organizations who are market leaders, have inspired staff, are in a growth mode, and are inevitably generating positive returns, are also those with strong cultures.

Yet, the ability to describe the culture within organizations is not simple. Nevertheless, it most definitely is the clear intention to create an environment where individuals collectively take on specific characteristics and behaviors.

While culture may be unintended in some cases, it is clear that where an organization exhibits strong positive cultures, it is with deliberate, methodical intent and persistent execution. It was not by chance.

Work about work

Aug 31, 2021

Our days comprise many activities, functions, and interactions. Some are important, many are urgent. A few require us to be creative and original, while others call on us to guide, support, and manage.

Yet if you look at your day and where you spend your time in some detail, you will realize the time you spend on various time-wasting activities to do your work.

It took time to schedule a meeting between diverse groups of people or obtain feedback on a document. The time it took to understand the issue with the HVAC system or that your laptop is operating in a suboptimal manner requires repair. In all these situations, we lose time.

How often don’t you say ‘it is simple enough, I may as well do it myself? The day escapes you, and you spend the evening catching up. We think we are saving costs by doing it, not delegating a function to others with capacity who can do the task, or possibly even purchasing a tool or application to fill the need.

It serves us well to understand what we are strong at and what role we should be performing. It is critical to understand what you should not be doing and where others can best help. There is an associated cost, and are we operating in the black.

Seek to minimize the needless work that does not work, and we find greater satisfaction in what we do.

Dress codes

Aug 30, 2021

Finally, we recognize the disparities and inequities in simple daily societal norms. For example, during the recent Olympic games, the Norwegian women’s team highlighted the inappropriate rules associated with the mandated dress codes for female and male athletes in the same sport. If you did not know, men wear comfortable tees and baggy shorts, while women must dress in bikinis. Not a choice, not even optional, but mandated. Well, they got our attention.

So how can we take this mainstream? First, let’s look at the workplace.

Men: A pair of pants, a collared shirt, possibly a blazer and tie. The color spectrum is relatively small, in fact, minute. Shoes are closed. Wear color, and you may be considered adventurous.

Women: Suits, dresses, skirts, heels or not, open or closed. Dress in attire similar to a man and an impostor you will be labeled.

In no way, does this suggest that women should dress like men. Instead, they should dress as suits them best. That is a choice they alone can make, and when they do, we should not label it. However, if we choose to impose dress codes, we may consider equity an essential element in all respects, including perspectives.

Solving this problem is pretty simple. Begin discussions and listen, don’t assume.

Entitlement

Aug 29, 2021

Life is not easy. It never was and never will be. If we expect that, we may find that life is filled with ongoing disappointments.

If we appreciate that life is effort and we do not place a focus on our own expectations of entitlement, we may find treasure in the simple things we do each day, and with that increase our sense of appreciation and joy.

We are not entitled to anything more than pursuing what we desire with conviction and commitment.

Play it safe

Aug 28, 2021

We view playing it safe from diverse perspectives often based upon the prevailing circumstances and the situation. It can be seen to be positive, and at times negative too.

Some situations may require us to be conservative in our approach to ensure that we do not disrupt or negatively impact a well-trodden path that we have pursued over time. Nevertheless, a new course may get us a positive result even though it may not appear optimal at the outset. No certainty, yet we play it safe.

Similarly, if we play it safe when designing new products and solutions, we may obtain a favorable outcome, yet it is not likely to produce stellar results. Thus, it is the safe option, however not the one that will likely gain profound effects. Why do we do it, it is safe, assured, and less likely to evoke negative views. Yet, safe does not always generate big results.

There are times when playing it safe is the best outcome there is and one we do control. Right now, that may be the case when there is an alarming surge in the spread of the coronavirus in most countries with the delta variant. However, there are times that the odds do favorably make a whole of sense, and doing what we know as fact versus beliefs, is a safe solid place to start.

Managing up

Aug 27, 2021

In many environments where there is a hierarchy, there is a need to develop and master managing up. Thus, the skill creates a healthy and productive learning environment.

Managing up is the practice of addressing your roles and responsibilities with a person in a supervisory role to you. It is an essential skill to learn, hone, and practice.

The skill requires tact, self-belief, and a massive dose of respect. It is vital to appreciate that while managing up should be encouraged, it is a practice that will develop over time as the employee-supervisor relationship develops.

As the employee, one should be methodical in the process and appreciate that this takes time. The boundaries of the relationship always need to be factored into the rules of engagement.

As the boss, appreciate that an employee questioning decisions is healthy and can develop an open culture to foster learning.

Like managing down, there is a skill, and it should be adapted based on the dynamics of the relationship and the personalities of the individuals. If we embrace it as part of communication dynamics, we will likely see it prosper in time.

Valued Voice

Aug 26, 2021

Creativity and ideas can originate from multiple sources, including people and encounters. The origins of breakthrough thinking are not always from expected sources.

When we expect a source to be the originator, we lose the capacity to learn or be inspired by others. Similarly, the loudest voice is not always correct, nor is it innovative.

Our willingness to be open-minded and listen with the intent to all, and allow others to share their perspectives may well produce unlikely gems, but at a minimum will lead to a collaborative open environment.

Overrated and understated

Aug 25, 2021

Suddenly something or someone becomes all the rage. The plethora of outlets enables individual initiatives to find popularity very quickly and momentum amplifies. Suddenly, you cannot find flour in stores, and we need dalgona.* Like a short fuse, these disappear no sooner than they become a trend.

In contrast, some elements are there for years and have a small faithful following which continues to support them emphatically. They grow slowly and they remain relevant regardless of the latest fads.

While being popular may be what some aspire to, being relevant over time is likely more important.

*Dalgona – The coffee trend of 2020

Impostor syndrome

Aug 24, 2021

Impostor syndrome is real, especially if we permit it to be. Unfortunately, the dynamic is prevalent in our society and especially in the workplace. Sadly, it also reveals many inequities that are either spoken or unspoken within most organizations.

We all have a role to play. Impostor syndrome is not an insignificant or minor element that exists but rather prevalent in most organizations to some degree, which ultimately impacts the value created within the organization.

While unintentionally and unknowingly undermining individuals may not appear to be of significant consequence, it is. The issue creates disenfranchised workers and lower morale, which inevitably results in reduced effort and outputs. Thus, not only is the financial value diminished, but the cost to human capital is more extensive.

For those placed in such a position, it is your role to highlight the problems, bring them to light in a meaningful and respectful manner, and seek change. Where possible, you should empower others and help them find their value and voice.

For those in a position of power and influence, your role is even more significant to help evaluate the voice of those you know to suffer from this. You can be an agent of change, and through open discussion, you can empower struggling individuals. Your role is significant and will likely lead to tremendous respect and meaning for you as well.

Our role as individuals is to empower ourselves and others, to be ourselves, and attain the opportunities and successes that are rightfully ours.

Be engaged

Aug 23, 2021

If we are committing to give our time to someone, we must be engaged. Why else would you take the time and be present with the knowledge that there are other things you can do and not be present?

We schedule meetings and have individuals attend the meeting, and likely some will need to travel to be there with you, and then you do not give them the full attention deserved. Again, being present is the start, but if we are not listening intently and seeking opportunities to engage and provide feedback or assistance, why are we there at all? Similarly, if you call a meeting and do not prepare, have no agenda, clarify your intentions and desired outcomes, and do not enthusiastically participate in the discussion, should you be meeting at all?

Interactions in our personal lives deserve the same attention and respect.

Be present and engaged. Be frugal with your time, and ensure that you spend it well because you are not getting it back.

Setting expectations

Aug 22, 2021

Setting expectations is something we do without thought. It can provide context, guidance and even avoid disappointment.

Setting expectations at work helps define clarity in the scope of work, timing and execution, and enables parties to come to a common understanding beforehand. So how often do we encounter disappointment due to misaligned expectations? The solution is relatively simple since it requires discussion, listening, inquiry, and, if more detailed, setting out a framework. Is this a guarantee to align expectations? No, but it will likely minimize the gap.

The same applies to our relationships, and these are even more fraught when misaligned.

An area where we mostly fall short is when it comes to the expectations we set for ourselves. We expect to operate at a consistently high level daily without any deviation. It is an unrealistic expectation. In professional environments, most people tend to rate their performance lower than others do. We set these demands on ourselves that only lead to disappointment.

Expect a little less and deliver more.

Perspective

Aug 21, 2021

Your coffee has cost you 6 and contains over 1,000 calories, while a regular cup will cost less than $1at home and contain less than 50 calories.

Do we need it? Is it necessary? Why do we do it?

It is not only coffee. Look at what you do each day, but even more so what you tend to place value on. Not just you, the individual, but your organization as well. What do you value?

Where do we place value in our perspective?

Ultimate strength: Asking for help

Aug 20, 2021

We hear ‘get on with our work, to do our work, and get it done.’ We are good at some elements and even our job overall, yet there are times when we struggle either because we do not understand what is wanted or because there are areas where we have little experience or expertise.

You have a learning mindset, welcome new challenges, and be exposed to new skills, ideas, and opportunities. But does that mean we should needlessly struggle and learn everything ourselves?

Reaching out and asking for clarity saves everyone potential wasted time. Gaining another perspective may help formulate your thinking through the interaction. Obtaining direction or guidance is also pragmatic and sensible. And there are times when we flat out need some help.

Appreciating our strengths and limitations is essential for anyone. Recognizing where we need assistance should be seen as positive behavior and one we should encourage in ourselves. Not only are we helping ourselves, but we also allow those in the know to share their strengths, further validating their capabilities and likely strengthening your relationship.

Ultimately, asking for help is a strength, and we should recognize it as such.

Quiet decency, loud thoughtlessness

Aug 19, 2021

We hear those who are brash and loud, and with that comes dissent, hate, and unkindness. Those are the words that resonate with us. The voices of decency are quiet, and often unheard, because there is no need for them to be heard, and we do not pay attention to it.

At work, we will have people who approach interactions in a similar manner. Those who deliver negative and harsh messaging and feedback, are typically loud, vocal and may even lose composure. We take note. The positive kind feedback is delivered with temperance and we barely recognize it.

Social media and internet communication mirror these behavior patterns. The negative is concerning, frustrating, and creates an adverse personal state. Good news and positive information leave us feeling positive and invigorated.

We may want to pay attention to those who are quiet and silence those who are loud to muffle their thoughtlessness.

Make or manage

Aug 18, 2021

When we work, we are in either one of two modes: make or manage.

When we make, we are being creative, we are crafting, and it requires us to be thoughtful, and mindful. Often in this creative mindset, we are using the right side of our brain.

Managing requires us to be organized, process-oriented, listen and reflect, far more than it requires us to create and originate. It typically involves other people and their activities.

Like many tasks or activities that are demanding of us, it is difficult, if not impossible, to do both well or with proficiency.

It is in our interests, and that of the organization, that we are methodical in our tasks, and undertake one with deliberate intent before we move to another. Develop habits that enable you to focus on the various skills required to do each.

You may soon find that you are doing both at a better level than before, not because your skills have changed, but instead because you are not confusing your intent.

Fluid strategy

Aug 17, 2021

Often referenced in work as a necessary tool to define where the organization is going, while individuals will adopt it to address longer-term and possibly more complex undertakings. With its origins being in war, strategy is used to ensure you remain on top and defeat any competition of adversity.

While strategy does define where the organization is moving toward and what the focus will be for the next few years to differentiate the organization and grow, it is also far more than that.

Strategy reflects the clear intention and is a statement of commitment as to the purpose of the organization and what its priorities are. It becomes the basis for tactical planning, the creation of operating plans, and measures to support the overall direction.

Yet, above all else, strategy is a guide for the people who work for, partner with, or support the organization. It says where we are all going together and what we intend to do. It becomes our inspiration and our conscience.

Successful organizations will typically be very specific in developing their strategy, and then use that to inform all major decisions going forward. Their strategies are used and referred to daily since all their plans and actions stem from strategic planning.

When we take a complex trip, do we not plan for the trip and then follow the plan? Changes to the plan are because we obtained new information that informed new decisions, and we are able to understand why we changed the plan. Why would we not do the same for our organization where many more people are reliant on the direction we have set?

The strategy we adopt says a lot about who we are as an organization or even an individual. Why would we not be thoughtful in our development, and once created with thoughtful intent, be deliberate in its execution? Perhaps it’s a good strategy to embrace your strategy.

Another view

Aug 16, 2021

When creating any work from scratch, we can take the standard tried and tested approach. It is accepted, appears logical, and has a proven path. It anticipates what the outcomes may be.

In personal or professional environments, we default to the well-trodden path. This applies to challenging interactions and situations between people.

What if we change the view? Suppose we look at things from a different angle or sit in another seat and gain an alternate perspective.

Similar to being in a room with a 360° view. On one side, you may look at a smoky industrial stack that is gray and glum, and on the other side, you could be looking out onto paradise. Same room, different view.

Looking at something from many perspectives always increases the likelihood that we may find the best perspective for the situation, and possibly for us too. Those are worthy odds.

Preferred outcomes

Aug 15, 2021

We do not need to win every time. It would be nice and that may be what we want, but it will not always be the case.

If that is our singular focus, we likely miss a tremendous amount of opportunity including personal growth.

The preferred outcome is not necessarily the optimal outcome.

Saying thank you

Aug 14, 2021

Say thank you out aloud. How long did that take? A second.

How do you feel when someone says thank you to you? Are you compelled to do whatever it was that earned the credit again?

Similarly, think of the reverse when someone does a good deed for you. For example, a person stops their car as you are crossing a busy street, opens a door for you. Imagine what a thank you may do.

It does not take much, but a little acknowledgment of the deed or an expression of gratitude makes for a better life.

Thank you for taking a few minutes of your time today to read this blog.

Suffering to success

Aug 12, 2021

As organizations and individuals, we look to make life simple and easy. We want comfort, we want to achieve results with the least effort possible, and we want to enjoy success.

The secret to the success for most individuals and organizations who have attained their holy grail one element was in common: suffering and failure. There were complications, challenges, and hard times, as well as a hefty dose of adversity before they got to the results they sought.

The ultra-runner who attains the milestone they seek requires dedication, daily commitment to that goal, and relentless pursuit. Then, of course, there are injuries, pain, and self-doubt – can I do this? Yet, through practice and persistence, the plans are achieved, and once we complete the first one, we have a sense that success is attainable, and we seek to do better next time.

Possibly we need to embrace the hardship and look at this as a path that we need to take and overcome. Take on the challenge and defeat it. From that, we develop strength and a sense of accomplishment. Through action and grit, we find success.

Open yet shut

Aug 11, 2021

Being open-minded signifies the ability to be accepting of new and different perspectives from the ones we hold. We want to position ourselves as open-minded and yet, any idea that may be in contrast to our predetermined belief is rejected.

It is akin to inviting someone to your home where the screen door is ajar but the main door is shut.

We may want to reverse the doors that are open, and rather use caution with the screen door but let in all ideas, rather than just those you approve of.

A priority or deflection

Aug 10, 2021

In the past year, organizations have actively become aware of a need to take positions on social issues. Many released statements last July following various protests and social uprisings. The outpouring of support was immense. Even more have added racial equity, diversity, and inclusion into their strategic priorities.

For many, it stopped there. Others advanced it to begin to track data, ensuring they were open in recruitment or application processes. Some who were more adventurous ran training programs, created committees, added diversity onto their board and teams, and began to explore new relationships, but there it stopped. A few even developed stand-alone racial equity, diversity, and inclusion strategic plans.

So, we now have three strategic plans. The primary organization strategy, the social impact plan, and a racial equity, diversity, and inclusion plan. It is a statement of our awareness, positioning, and commitment of intent.

How many have genuinely made changes? Who has integrated the three strategies into one single strategy revealed in the priorities and goals for each department and individual versus that of an isolated, detached group? Everyone plays a role rather than it being an exercise for a few.

Merely creating awareness is a positive step. However, if we are about change, it requires a statement, and sustained, committed action, and allocation of resources.

Speak up

Aug 9, 2021

The worst idea is the one we do not share. Your opinion counts. You have something to say. Share it.

We plan to speak up and for many reasons do not: intimidation, fear of public speaking, or of being accepted. We should overcome this and adopt a few simple steps to do it:

1. Understand your voice matters, especially to yourself.

2. Be in the right frame of mind and allow yourself to feel calm and unrushed.

3. Listen with intent and where you know you have a perspective, share it.

4. Allow others to talk without judgment.

Practice. The more you attempt it, the greater your confidence will become, and speaking up will become easier.

Unbridled happiness

Aug 8, 2021

When did you last feel that single-minded happiness you had when you were a kid? Recall the festivity and excitement of riding the carousel. As a child, you appreciated the moment you were in and that was the only place you cared to be.

Take the time to enjoy that very moment and discover the happiness of a child. It does exist for all, we may just need to identify it as such.

Awareness

Aug 7, 2021

When do we merely sit back and absorb what we see, hear, smell or feel? Taking it in with no thinking, judgment, opinion-forming is not something we typically do.

Similar to listening, how often are we in discussions where all we do is merely listen?

Awareness opens us up to new opportunities and occurs if we allow them to happen.

Sit for five to ten minutes, wherever you are, and just take in everything. Create a sense of presence and awareness.

What do you see, feel, hear, smell, or taste? Indeed, don’t rush it. Next will come; now will be forgotten.

Converge or polarize

Aug 6, 2021

Some ideas and actions have the ability to draw people together and create movement.

Others have the ability to bring about opposing sentiments that may often be in direct conflict.

There are instances where some may bring people together as well as create a divide. There will even be some that manage to create neither.

Every idea and action has the ability to create inertia. The purpose for it and the desired results are noteworthy compared to the after-effects.

Consideration of our intention is relevant in the next actions we take.

Misguided motivation

Aug 5, 2021

Why do we do things the way we do them? While saying ‘because that is the way we have always done it,’ does not in any way reflect a growth mindset and progression in one’s thinking or development.

Equally dissatisfying is the proverbial response, ‘because that is what my boss/supervisor wants.’

How does this reflect your thinking and appreciation of why you do things? Will it help in your learning and development and your ability to execute independently going forward? Are we sure that the person advising us has thought through all the questions you have?

It is not a matter of being problematic or dissenting, but instead of being curious and thoughtful.

If we resort to ‘because my boss said so,’ it may highlight other questions we should ask of ourselves and precisely our approach to thinking and executing the work we undertake.

Wrong answer

Aug 4, 2021

When asked ‘why do you do something a certain way?’

We have a multitude of answers that we could share. Most will give insight into our thoughtful consideration and care.

One will clearly reflect none.

‘Because that is the way we have always done it.’

Carrot or stick

Aug 3, 2021

At times, certain stimuli are required to achieve the desired outcomes. At times it may be an incentive, others it may be a penalty, or possibly both.

The carrot is a wonderful incentive. If you attain certain targets, you will get a bonus, a promotion, or both

With the stick, if you do not meet minimum standards, you will be penalized.

Both can be a motivation to achieve a certain outcome or standard.

There is no one that is better than the other. We are driven by different purposes, and what drives one may dampen another.

However, they are both meaningful. To what extent does your organization implement either, and to what effect?

However, it is not a requirement of someone else to impose a carrot or stick on you: you can control that.

Imagine your own goals. If you attain them, you will reward yourself with{you name it.}. If you do not meet the target, you will pay the following penalty such as donating 3% of your income to a cause or party you oppose.

What has changed? You have a carrot or a stick. We are human, and at times it is what is necessary. Choose what works for you, it may be one, or both. Either way, you will be better for it.

Tone in content

Aug 2, 2021

Communication remains one of the more significant challenges in any organization or relationship, and most organizations will always have a facet of communication as a goal for improvement. So for something we do daily, why is it we can get it so wrong at times?

While many elements go into good communication, one that often arises is delivering a message. While the intent and the content of a notification may be appropriate either in guidance, instruction, or critique, the failing is most often in the delivery.

How often have you not been exposed to a situation where something was incorrect? You recognize the mistake, yet the tone and inflection of the feedback or instruction are delivered with a harsh tone, accusatory, insulting, or unkind manner, and the message is lost altogether. The focus is now the delivery itself. And this is not limited to actual spoken words; it is in emails and body language. Shutting down, crossed arms, piercing eyes, and being taught lips are aspects of negative delivery.

You may be right, yet if we want others to understand the message better and align with us, careful attention to our delivery may be necessary.

Devil in the details

Aug 1, 2021

‘The devil is in the details’ is a phrase commonly used to describe the importance of addressing the details of a grander plan. While seemingly insignificant, it may contain hidden problems and threaten the overall feasibility of the program.

How often are the minor elements the ones that seemingly unravel the best of intentions? What may typically transpire is that something of significance is ignored and considered insignificant by the creator.

While we may have the best intentions, we cannot know what others, including customers, partners, and a broader community, need or want unless we ask them. It is usually the seemingly small things that are the ones that are of importance and disrupt all the good.

Is it reasonable?

Jul 31, 2021

On a social forum, I see a post, ‘Can anyone tell me where to get goldfish?.’

Is it comedy, spam, or cryptic?

Then I look to see if there are responses. And there are.

Is this reasonable?

Google search ‘goldfish for sale near me. Pages of results appear. Some with ratings as well, photos, and BBB accreditation.

Possibly, my reality is just not that but is it reasonable today to ask questions of others, that one can find the answers to yourself, far quicker than asking on another platform.

Simple rules

Jul 30, 2021

Rules exist to guide and provide clarity for engagement. Unfortunately, we tend to think of them as those that apply to society, organizations, and games where multiple people interact. While those do exist and have value, the rules we apply to ourselves are important too.

The ultimate assessment of ourselves is that which we level at ourselves, and we are in the best position to evaluate how we perform against the values and standards we create for ourselves.

A few simple rules go a long way to guide our actions and create boundaries to help us operate. The intent is not to stifle or limit but instead enable and remind us of our duty and commitment to ourselves.

Like any set of rules, simple is vital. But, if we establish them to guide our actions, our thoughts, and our words, we may notice that our efforts are more deliberate and productive, our thoughts more stable and content, and our words tempered and considerate, and ourselves more balanced.

The rules are yours alone, and you may even choose to break them occasionally, but at least you will appreciate the choices you make and the consequences you create. After all, there is no one we should treat with more respect and kindness than ourselves, and a few simple rules may help remind us.

Abundance or scarcity

Jul 29, 2021

A general sense exists that it is difficult to obtain a customer base because the market is saturated, highly competitive, or other players dominate it. The standard view is that the market is finite, and if others already take pieces, there is nothing left for us.

To some extent, that may have been a real issue a century ago, yet this is no longer as significant a factor in the age of technology. We have far more channels for sale and distribution available, and many markets are global for many products and services.

Our mindset embodies the notion that the potential customer base is scarce and limited. If we adopt a mindset of abundance, we’ll have a completely different outlook. The market is large, people and organizations seek value, which most define as a service or product that meets their needs, is quality, and at an acceptable price. All three of those factors are subjective, yet the principle still applies. Regardless of the combination of the three, the product you offer has customers in abundance.

When we begin to think with a mindset of abundance, we behave differently. It is to the concept of pull and push. If we pull, we are waiting and are being reactive. If we push, we initiate and are proactive.

If it is now our role to be sure we are visible. We change our behaviors and actions and put ourselves out, and by doing this, we make ourselves available. Soon enough, we find that we are talking to more diverse people than we imagined and may be surprised to gain visibility and traction.

There is an abundance. Our mindset is the one holding us back. Getting beyond that can be liberating.

Think about your niche. Are there not others who have similar beliefs, tastes, and needs as you do. Is there a finite market?

If you can adopt the abundance mindset, how would your actions change? What would you be doing differently today?

Once you have done that, now ask yourself what is truly stopping you. It’s not a lack of customers.

What can you do differently?

The concept of an abundant mindset is from Stephen Covey’s precious book the 7 Habits of Highly Effective People.

Easy or doable

Jul 28, 2021

Do we want to do things because they are easy to do? Possibly you have done it the same way for years, and it is now a routine. So why do you do it? For the love of it, the purpose or it’s your responsibility.

If it was simple, would you talk about it? Likely not, since there is little to talk about. Straightforward is unlikely to fulfill us. We inherently seek challenges.

A doable challenge is something we typically relish. What we inevitably seek is certainty in the outcomes.

Possibly we need to believe that we can do it, and only when we do attempt it will we know if we can and if it is easy.

Declare your intention

Jul 27, 2021

Strategy was borne out of the military, where armies would develop a plan to guarantee their prosperity and defeat the enemy.

What is our strategy? We perform tasks daily, but for what purpose? Have we declared what the goal is for all our efforts? Our strategy is a clear statement of our intent, a commitment to ourselves and others regarding what we want to achieve and why. Our strategy clarifies our reason for showing up each day.

While we may not be looking to defeat a recognizable enemy, we deal with one daily: Ourselves and our uncanny ability to derail the best of intentions. Declaring our strategy compels us to stay on course and reveals where we are going. It does not require us to have all the tactics and steps laid out.

It may merit asking ourselves a few questions that will inform our strategy.

What do I hope to achieve by doing what I am doing, and for what long-term purpose?

How do I plan to do this, and what will I need to attain the goals?

How will I know I was successful and is it measurable in some way?

A strategy is not a detailed plan, and it does not have all the answers; it does not lay out all the steps you will need to take and who will be involved. These are our tactics. However, while tactics may change, the strategy remains directionally focused—the more focused, the better.

A well-thought-out strategy will provide you with direction and inform you of what not to do. It makes it clear to others what you are doing, and it allows them to see if there is alignment in purpose, which will inform you whether working with someone who has knowledge and expertise in an area may support you.

Time is a finite resource. We should be economical with it, and the time we spend thinking about why we are doing what we do daily will not be wasted time.

Invest in thinking

Jul 26, 2021

Take a look at most people’s schedules: they are full. Meetings with others dominate many individual’s days, wherein their roles and the purpose may be questionable. Then we have time allotted to perform specific functions and actions. We are busy.

Busy does not denote productivity unless we only measure success on how active we are. We calculate the productivity of machines by the calculation of outputs to time spent. However, we are not machines, and for many our, productivity primarily measures time alone.

How do we ever discover new approaches that will save time and money? How do we create new ideas and proactively address potential problems before they arise? We think. And thinking takes time, and to think with clarity requires dedicated time.

When do you take the time to think, to be creative, to be innovative? Does your performance not require you to be optimal with time? Do you have a thinking time scheduled?

Point of distinction

Jul 25, 2021

People who are doing some amazing things, creatives of brilliance, pioneers, adventurers, explorers, who are taking a risk, and searching and constantly looking to make a difference in what they do. Most seek validation, and in an instant, that can change for the creative when someone shares a few words of encouragement and appreciation. That is all it takes.

Is it realistic that every day people will share something with you that is positive and encouraging? They may think it, but they will likely not share it. Yet, one element has the most significant influence, and we choose to quieten it.

We believe that our success is dependent on our skill and supreme ability to execute a skill. Our proficiency helps us, yet our persistence and practice are the ones that propel us forward.

Our point of distinction that advances us is our self-talk, our self-confidence. If we do not believe, we will not likely attain the success we desire because we alone hold ourselves back.

Instead of the harmful noise in our minds that quells our creativity and inspiration, we can all take the time to praise, congratulate and remember all that we have done that is wonderful. Our belief and knowledge that we are capable of moments of greatness propel us forward to a life of excellence.

No one will believe in you unless you do.

“Here’s to the crazy ones, the misfits, the rebels, the troublemakers, the round pegs in the square holes … the ones who see things differently — they’re not fond of rules, and they have no respect for the status quo. … You can quote them, disagree with them, glorify or vilify them, but the only thing you can’t do is ignore them because they change things. … They push the human race forward, and while some may see them as the crazy ones, we see genius, because the people who are crazy enough to think that they can change the world, are the ones who do.” Apple Macintosh ad 1984

Good enough

Jul 24, 2021

It may be until it no longer is? It is all good while you feel it is and when no one else suggests otherwise.

When your negligence, self-motivation, and maligned values cause you to take shortcuts, ignore signs of safety, or merely think only of yourself, is that good enough?

We may still want to hold onto Darwinism, but lest we forget we are where we are because of the support, dependence, and fortitude of others. Some call it civil duties, others society, and some even responsibility.

Is it good enough? You likely know, however, others will soon discover.

Keep simple, Simple

Jul 23, 2021

It usually begins with simplicity, but we have a knack for making it complex. A design, a plan, an event: all have humble beginnings. But, regardless of the aspiration, the foundations begin with simple.

Then we believe more is better, and it evolves and grows and becomes more complex not only in design, and then into execution, maintenance, support, and management.

If we can take the time to look at all our tasks and bring them back to simple, we will be rewarded with a new found ease of understanding, execution, and acceptance. Why would we not want that?

Possibly any plan we develop should include a checklist and an item: how do we make this simple?

Degrees of truth

Jul 22, 2021

Whose truth is it?

The version you choose to share or the one you are well aware of?

What was shared is true, if only divulging a portion.

What is the truth? Is it yours alone, your sharing, your interpretation, and ultimately your conviction? If it is incomplete, is it the truth?

Ultimately, the one person you should be true to is yourself. But, does that not require we share all the truth?

Beat the competition

Jul 21, 2021

Is that what it’s all about? You make a move, forcing someone else to make a move. You move in one direction, and soon enough, others move too. We spend endless time looking at the competition, what do they have that we don’t have, what do they do we don’t do. First mover advantage. How can we differentiate? And the games continue. For a moment, you are ahead, and no sooner do you have the edge, and they are a step ahead.

In a market of 7 billion people, is it that difficult to connect with a customer base?

Is there an obsession with the competition and what others are doing? Is there a battle?

Possibly we are fighting our battle: the battle of merely getting things done. If we are not doing it, yes, the competition will be out there. However, the struggle that most are involved in is the one of being visible.

Think about meeting people, old school or online. If you don’t leave home, how will you meet anyone? If you go to the same small venue once a month, you may encounter a couple of people. If you are visible in many places and make yourself available, your likelihood of meeting someone increases.

Is the battle with ourselves? Possibly what we need to do is stop overthinking. Create, show, review, learn and refine. Get things done. The more rejections you may get, the more acceptances you will likely attract.

A battle against ourselves is no competition.

Did the best

Jul 20, 2021

Did you do your best …?

Others may think otherwise.

But, does it matter what others assume or think?

You know if it is or not. You decide if you are proud or unfulfilled.

They may be fooled, but who is truly fooled?

Purge

Jul 19, 2021

Over time the hard drive is cluttered, and it requires you to delete several files and applications to free up space. The same applies to the shed, garage, or room, which becomes the store-all. Look at your desk, the drawer, even your inbox or phone apps. Once we purge, we can operate more efficiently and seamlessly.

Similarly, the services and products we offer may be obsolete or in low demand and require support or inventory, all at a cost. When we eliminate these items, we free up the capacity to focus on the elements of value.

The concept applies to relationships with organizations and individuals. Some drain resources, requiring more time, devotion, and special attention, and often ones we believe are necessary. Ending those relationships provides an opportunity for growth.

A spring-clean is a valuable exercise and one that we should extend beyond physical spaces. It may even be liberating.

Precious time

Jul 18, 2021

Time is precious. It is limited. Although we may believe we have infinite time, we do not. We are always short of time.

We all have the same amount of time. We all have 24 hours in the day, and one person’s time is equally important to them as another person’s time to themselves.

What do we say when we are late for meetings, don’t show up, or cancel at a whim? Is it that my time is more important than your time? Things do happen, it is life, yet that does not negate the value of respect and consideration.

Tom Coughlin was renowned for saying to his players, ‘if you are on time, you are late.’

Time is our gift. Possibly we should nurture it for ourselves and others, and if offered to us by another, we need to treasure it.

Be reliable

Jul 17, 2021

Do we give much thought when the car starts, the water comes out the tap, or your laptop booting up at the touch of a button? We place importance on reliability, yet give little thought to it – until it is no longer.

The same applies to people and organizations. The ones who are reliable and you can count on regardless do not command our equal attention. They are the ones we should appreciate and value their dependability.

Those who are reliable to their word are precious. What they say is what they do, and you do not have to question it. You know that if they don’t, there is likely a good reason, but their consistency is not in question.

It is our word, should we not strive to be reliable.

Momentum

Jul 16, 2021

The force is generated through motion and mass. We require it to move objects and consider it necessary to accomplish tasks.

People will say that ‘as soon as there is some momentum, it will look very different.

That notion is one of interest since, to create any momentum, a force is required to generate inertia. Therefore, when you seek something you are involved with to gain momentum, inertia will need to come from somewhere.

When we talk of an initiative that requires some momentum to develop further or achieve success, let’s be sure we understand where the primary force needs to come from. It may just be that the momentum is relative to our efforts.

Better tomorrow

Jul 15, 2021

You develop a new concept, write a new poem, ideate an alternate framework. Yet, it does not go beyond you.

Before anyone has seen it, you decide that it is not good enough and is well below the expected standards. These are your standards, which have just crushed all innovation and creativity without a second thought.

If you had shown it to someone else, and they rejected it outright with such haste, just as you have, how might you react? How else are we going to get better?

To grow and develop, we need to experiment, test, trial, evaluate, and reinvent. It is the practice of doing, time and time again, that will get it to the point of good enough.

We are kinder when we have no expectations of excelling or being proficient. You take photos every day you share with others, make bad jokes without concern, and participate in activities you are pretty horrific at, yet you do it again and again.

And yes, your photos will get much better, people start to enjoy your jokes, and you are finally pretty decent at it.

Not good enough today, but it will be better tomorrow.

Best choice

Jul 14, 2021

Choices abound and are the mainstay of our current social dynamics. We want options and variety. We sometimes demand it.

But, do we need it?

The choice is not necessarily the answer. If it is a product or service, the options will cost you more, and you likely do not need all the bells and whistles, nor will you use them.

There are simple and thriving organizations that offer one model or one product. It is the product, and people love it. They are mainstays and have loyal followings. Think groceries, technology, applications, and more.

If it is to say you own the XSR because each letter makes it better, then that is a choice. However, it costs more, but it will take you longer to master, and soon enough is likely dated.

We possibly need to reconsider our choices: why we want them and why we offer them. People may appreciate us giving them one option because it is the best one.

Heroes and villains

Jul 13, 2021

It is too easy to cast someone, or an organization, as a hero or a villain in an instant based upon a single result?

Individuals are put in a position to perform a function and deliver to the best of their capabilities. We entrust them and have confidence that they are the ‘best person for the job’ based on their experience, abilities, and a comparison to others available to do the job.

We support them and cheer them on, and elevate our pride as they go and perform for us.

They then execute, and if successful, they are heroes. Yet, if they fail, they become villains. In sport, this is as simple as a single action with a ball. In business, it may be one meeting.

When passing judgment, there are many other factors to consider. For example, are those entrusted solely responsible for the result, or are other factors and people involved in that outcome beyond the individual’s control?

Should we not see the person as the same person before the event, and is it reasonable for views to change because of a single result? Possibly the issue does not lay with the ones doing their job, but instead with those who are incapable of doing the job themselves and instead qualify themselves to criticize regardless.

Every cloud has a silver lining

Jul 11, 2021

Today you will encounter an issue that is not according to your plan. If not today, maybe tomorrow. How we choose to react to this is our choice alone, and we can see it as an issue or an opportunity.

With each negative encounter, we learn. What we are good at, what we can do better, what people value, how we better present. We rarely know until we put it out for inspection.

You lost a client, it is an opportunity to find clients who align with you.

You lost the game, and it reveals your formation does not suit the players you have.

The product release is poorly received, and you discover an alternate path.

You do not get the job, and the company was less than ideal.

In adversity, there is always an upside. Do you choose to look for it and discover where it is, or do you abandon it and say it is all a failure. It is a flop if we do not necessarily believe in what we set out to do at the outset.

Ideal self

Jul 10, 2021

Imagine for a moment you could be the ideal person that you choose to be.

Who will that person be, their values, skills?

What will that person do, how will they behave?

Who will that person spend their time with?

What interests will they have?

Look at your list, and ask yourself which of those elements you can start today.

…and, now what’s stopping you?

You can be a whole lot closer to who you choose to be, today.

More or well

Jul 9, 2021

We often demonstrate our value by how much we do and how much we have. We respect and value the worker with so much on their plate: the multi-tasker. There may be times where that is required but is that sustainable or necessary? We are not machines. You can be the jack-of-all-trades, and that is what you will always be, in profession, interests, and relationships.

Do you enjoy, and are you equally proficient in, all these undertakings?

Are we better for doing something well? Being recognized for one thing and being the expert. The person everyone goes to for ‘that thing.’ Not only will you be known for that, but people will seek you out and value you. And in interests and relationships, that may equally be true.

We do want to be valued, right? If that is a personal or organizational goal, eliminating options and possibilities helps define a focus going forward, and increases our capacity to execute well. Well is better, not more.

Prioritize the priorities

Jul 8, 2021

When organizations, business units, and individuals describe their priorities, why do they often have a long list of items?

Is it possible to have numerous vital elements and for them all to be a priority?

If they all are, do we have any priorities? This applies to your strategies and initiatives and your monthly, weekly, and even daily tasks.

Your priority should be the one or two things that will positively change and impact you, either because of its addition or omission. It is the one thing that is important and a differentiator. However, as much as doing something well may be a priority, letting it go can be just as powerful. You may even find what you believe is your priority, is someone else’s, and should be delegated or handed off.

Our priorities and how we talk about them provide good insight into not only what we do, how we think, but even more so how we believe we make a difference.

Working together

Jul 7, 2021

Various relationships exist that indicate two or more organizations or individuals working together. While they may demonstrate common purpose, they will vary immensely in levels of commitment, dedication, and intent, and the nature of the relationship you choose and how it operates is a clear reflection of you.

We may be happy to collaborate on a diverse set of initiatives with another, and there is no intrinsic commitment beyond the transaction.

We affiliate with organizations to show solidarity and cooperation between each other and suggest we share similar interests.

Partnering indicates a decision to unify towards a common purpose and objective. Partnerships bring a deep joint commitment between parties to combine strengths, unify goals, pool resources, and take collective actions to achieve the intended results.

Partnering requires us to adapt how we operate, to join, not only in the actions but that we are invested as one, for that initiative. Success in partnering requires alignment in more than the initiative, and in mission, vision, and values.

A partner in any capacity is no simple decision, and when we have the right partners we are infinitely better than we are alone. If we say we have partners, let’s be sure we mean it because we are making a statement to those who know us, and let’s be prepared to put in the appropriate effort.

Right problem statement

Jul 6, 2021

The information we receive may not meet our expectations nor provide us with the intelligence we were seeking. We assume that we did not do adequate research or the study was incomplete or inconclusive.

In reality, it may just be that we did not ask the right question.

We take on months, or even years, of work based on a simple question. It is worth getting it right. If we identify the right problem and ask the relevant question: we have a bullseye. If we start with the wrong question, we are doomed to be off the board before we even begin.

Growth is by choice

Jul 5, 2021

When we are faced with a perspective that does not meet our initial assumptions, we have two options available to us: we can choose to listen, learn and possibly consider new information or thinking to alter our initial views, or we can work to prove the alternate perspective wrong.

By nature, we gravitate to proving ourselves right. If that is our protocol, how do we ever develop and grow?

You already know what you think, possibly the views of others may enlighten you or at minimum provide you with further understanding of why you were correct.

It is for all

Jul 4, 2021

As a nation, today we all celebrate our independence. As we should.

We need to continue our struggle and must do so until we all have and share the same rights afforded through that desire and declaration of independence so that we can in fact celebrate.

Independence

Jul 4, 2021

Independence can generate personal, collective, and social value. We seek freedom, the ability to express ourselves, have the last say, or make the final decision. We want to do as we believe it should be. We want to be true to ourselves.

The principle denotes positive forward motion, or does it?

Teenagers long for their independence to break away and express themselves as individuals.

Oppressed people seek national independence. For a good reason, independence is valuable and necessary. It is permission to move forward.

Independence can even unleash creative possibilities removing one from the confines of limiting environments.

There are instances where the motivation for independence may be misaligned.

If independence is desired because we cannot work with others, it has to be our way, is it the solution or a cover? Being alone may work for you, but yes, you are alone.

Possibly liberating oneself from a perpetual concept of doing it ‘my way’ is the anecdote to one’s destruction.

Degrees of truth

Jul 3, 2021

Whose is it?

The version you choose to share or the one you are well aware of?

What was shared is true, yet you were only told a portion.

What is the truth? It is yours alone, your sharing, your interpretation and ultimately your conviction.

The only person you need to be true to, is yourself.

Customer care

Jul 2, 2021

‘Sign up today and get 10% off.’

‘Register, and we will offer you all the perks.’

It is what you do to entice new customers. You offer them a deal. What about the existing customer?

The current customer is loyal. They are here every day/week/month, just as you ask them to be. They respond with five stars and likes. You now offend them and treat someone you don’t know with more respect. What did the loyal customer miss?

Is this what we do with long-time loyal friends?

It costs eight to twelve times to gain a new customer compared to retaining an existing customer. The math is simple. I am here; take care of me.

Maybe growth is not the most profitable solution. Check the math, and perhaps you want to keep the old customer happy.

No is positive

Jul 1, 2021

We are accustomed to ‘no’ being a negative response.

‘No, you did not get the new position.’

‘No, the loan was not approved’, and on it goes…

‘No’ is the positive you have been missing all this time.

It is likely that job was not the right one, and that was not an organization you want to do business with, and you do not need the additional debt.

Saying ‘no’ to opportunities you are offered can be good, too. It suggests you know your value, who you are, and understand what is important to you.

No, frees you to say yes to what truly matters.

Fear and uncertainty

Jun 30, 2021

As individuals, we have some uncertainty, regardless of the success we have had. This is not unique to individuals who are still seeking their first triumph or to those who have attained untold success and now have new, higher expectations to meet. We know there are no certainties.

Fear is when we begin to imagine what it would feel like to not be successful. We fear failure before we begin. And yet, that fear is what holds us back. It is simpler to not start, since then we do not have a possibility of failure.

Uncertainty drives us to seek clarity and address the issues we project. Fear merely holds us back.

If we can accept that the possibility of failure is there, we can begin more easily.

Embracing uncertainty and fear helps us overcome adversity since we cannot be a success every day, but when assuming this practice with regularity, we will in practice attain success more often in our day-to-day life.

We know every day will not be our best day: the painting, not a masterpiece; the song, not the hit. But, unless we run with this small idea, we will never know what more extraordinary creations we can make.

Smart and bold

Jun 29, 2021

Are the smartest people the ones who are most successful? Or is it the people with tenacity, drive, and passion?

The individual with intellect versus gravitas.

What differentiates the two is fear, and the acceptance of fear as a stimulus.

Smart people will think through all the permutations and reasons why something may not succeed.

The bold person will reach for what they want, and go for it.

If we are brave, we may succeed. Someone will say, I hear you now. Yes, let’s do it. Being bold may just be smart.

Warrior vulnerability

Jun 28, 2021

The challenge is ahead of us, and we take it on with gusto. Unknowingly, we have no sense of whether we will survive or not, yet we go ahead determined to do what is required and necessary.

We bear the scars of battle. Some were small and have healed, others are welts that we manage to hide, and a few remain gaping open. Our ability to air our wounds is the only way to discover healing.

We bring these scars to the workplace, and while we can conceal them, they hurt. They inflict pain and hold us back from finding health. However, when we can reveal those wounds and share them, we can heal and discover our potential.

Our ability to be fearless and open up, not knowing what the consequence may be, will be our most significant opportunity for personal growth. Yes, there is always the possibility of casualty, but a far greater likelihood of support and protection from those around you.

Expectations and disappointment

Jun 27, 2021

Disappointment is an emotion we feel when something does occur as we had hoped for.

Inevitably we had some expectations

Where should the disappointment lay: In the outcome or our expectations?

Without expectations, is there disappointment?

Art of doing nothing

Jun 26, 2021

How often do you say this? Where has the time gone? You plan the days to the fullest and have no time for lunch to get a cup of coffee or even take a nature break between Zoom calls. We schedule – chores, works, chores, bills, family, and friends from rising to sleep.

The weekend finally comes around, and guess what? We thoroughly plan – kids’ activities, the yard, the home, shopping, activities, friends, family, and come Sunday night; you need a weekend.

Welcome to the art of doing nothing. The Italians call it ‘il dolce far niente’ – the sweetness of doing nothing, and the Dutch term it ‘Niksen,’ plain doing nothing.

Nothing includes reading, having a relaxing cup of coffee and a cookie or two, a nap when you choose to. Maybe a stroll and possibly just doing nothing. If you think this is not an art, try it.

It is not that you need a new art or ‘task’ but instead, you taking some time to merely just be. Research shows that it is essential to your overall well-being to self-care. If you want to get through that plan for the next week and achieve the entire to-do list, prepare now.

Granted, if your day already entails, well, doing nothing, then let’s not make this a vocation. However, if you are that overscheduled person constantly running out of time, take the opportunity to do nothing.

Killer plan

Jun 25, 2021

Planning is an essential part of the success of most complex or even simple initiatives. It defines what’s important, instills ownership, recognizes sequence and timing, and can provide inertia.

The very same asset is a killer. Chocolate is good, but too much chocolate is horrendous on your diet, skin, constitution, emotional wellbeing and, well… you get it.

We can use planning as an excuse. You are still planning and are working through the details. In all that time your competitor is doing.

Has any plan ever been 100% perfect? Likely not: it needs to be adjusted with changes in events, and account for feedback.

Successful plans enable. Over planning can kill. Simply get on with it.

Superstition and superpower

Jun 24, 2021

The new shoes, socks, pen, ritual … was the reason for your recent success. You use that item again/perform the same pattern, and low and behold, more success. Many famous people follow elaborate routines based to some extent on their superstitions. Think tennis, golf, and so on.

We are thoughtful and deliberate in our preparation. We likely set our minds for success. We practice, we strategize for execution, we plan to win. There is a will.

We are amazed at our good fortune and achievements and how we find ourselves on a path of ongoing success. We often attribute the shift in our outcomes to a ritual, or something we wore or did differently, or plain good luck

Continue to hug your friend, wear the same underwear, avoid walking on cracks, or whatever else you do. Even call it luck. It’s a small part of your detailed preparedness that is working for you, so stick with it.

You may just be your superpower, and you can hold on to the superstition, too, just as the pros do.

Yes, you can

Jun 23, 2021

Something you have wanted for a while, and you have not round to doing it. You believe this will make a difference to you. You think it may even change your life positively when you do it. There is likely only one obstacle: You.

You should be asking yourself three simple questions to determine whether you can attain this skill, expertise, project, job, company, initiative, or whatever else you have been dreaming of.

The questions to ask:

What do you want? Can you clearly describe it with specifics, not generalities?
Do you merely desire it, or is this essential? Do you constantly think about this?
Are you prepared to make the sacrifices and to put in the hard work?

A response that has a ‘but’ or a proviso is not a definitive one. If you can answer these questions, you can most likely, and you will.

Why?

Jun 22, 2021

How often has a parent been stumped by the simple question of a two-year-old repeatedly asking ‘why?’ This simple question reveals complexity while seeking clarity. Young children will begin to use it as soon as they wish to understand what goes on around them.

The question ‘why?’ reflects a level of engagement and interest. It asks for more and reveals knowledge through each response. The uses for the inquiry are numerous, and we should deliberately include them in our repertoire for innovation and growth.

Why we should embrace the question ‘why’:

Asking the question ‘why’ to the response to a previous ‘why’ question will begin to reveal a further level of granularity.

‘Why’ will force the individual making the statement to ponder the true intent behind their actions or thoughts.

The question ‘why’ inevitably will save many a red-face, wasted time and resources when asked early on in the process, rather than in the final steps.

The question ‘why’ helps bridge one of the most prominent organizational challenges: communication.

Take the time to ask this question of yourself. It can become your guide and will help explain many of your thoughts and actions. At the very least, regular questioning will help define the purpose and give meaning to direction.

Why would you not ask the ‘why’ question?

A fresh canvas

Jun 21, 2021

An artist appreciates that there may be times when the original vision for the art is not necessarily evolving as intended. The color palette does not work, the shape is not forming, the music does not match the words. While an option may be to try and remedy the issue, it may require a fresh canvas and start all over to achieve the result they envision.

Daily we encounter similar obstacles. Do we start with a fresh canvas? Habitually, we force our thinking to the issue, hoping that persistence and a dogmatic approach may change the outcome. By layering on top of something that is already flawed may not bring the desired result.

Starting over is no loss. You have a foundation of knowledge to build from, you know what to avoid, and you likely have clarity in what you need to do. The masters did it; possibly that’s your cue.

Fathers

Jun 20, 2021

Fathers are an essential fabric to the upbringing of any child. The research will show that children are adversely impacted in academic, social, emotional, and financial prosperity when they do not grow up with a father figure. This does not suggest at the expense of mothers, but in addition to.

We need fathers not only for their stereotypical roles. We need them to show their vulnerabilities and fears. To read a book at bedtime. To shed a tear when sad. To cook and clean. To stay at home if that is what the family needs. To stand up for the women and see gender as a strength, a blessing of uniqueness, and a necessary equal.

We need our fathers to say I love you, to hug and kiss, and to inspire not for what they do but instead for who they are. Primarily we need our fathers, not for their gender, title, or family position, but instead for the role they signed up for, one that is not easy but comes with the highest rewards.

Being human

Jun 19, 2021

You made a mistake. It was not perfect because you are human.

You feel pain, anguish, disappointment, and frustration because you are human.

You do well but still say it is not perfect, and you seek better, yes, because you are human.

Being human denotes so many elements and covers many aspects that exemplify the beauty and cruelty of being a human being. Contradictions abound, and we can create and manifest positivity, and in the same breath, be destructive and destroy.

Being human is complex and nuanced. With that comes opportunity.

Being human allows us to choose what we do, how we do it, and even question why we do it. Ultimately, we decide that. It also enables us to reflect and assess our thoughts, decisions, and actions.

Events beyond your control and historical significance occurred because others were being human. While you cannot change the past, today being human enables you to impact tomorrow’s history by embracing the principle that all human beings deserve to be treated with kindness, love, and respect and have access to basic needs for these are human rights.

Being human is not the same as a human being. However, by being human, we enable others to be human beings.

Lasting impressions

Jun 18, 2021

The service or product we purchase is likely not what we always or solely remember, nor will it be the only factor in you forming a lasting impression.

Two coffee shops, favorably located, sell coffee you like at a similar price. Which do you likely frequent. The one where they serve the coffee alone or the one where they take the time to get to know your name, smile as you enter, and ask if it will be ‘the regular.’ It may be a passing word about your day and then handing it to you again with a smile and well wishes. You thought you bought coffee instead you engaged in an experience.

What we always remember is the overall experience. It begins with hello. As the saying goes ‘you got me there.’ While the first impression is a critical one, it is not the only one. Small attention to details, the care, the packaging, the service, the support, the offer for ongoing interaction, are all part of the experience. In essence we create a lasting impression through a well thought out and executed suite of actions and interactions.

Even mere transactions can become special experiences. The follow up. A thank you note in the box. It may take you time, and when it does, it is unlikely it goes by unnoticed.

If we choose to be remembered in a cluttered noisy marketplace, the attention to the supposed little things may just be the big factor to create a lasting impression.

With or against the traffic

Jun 17, 2021

When you go running on the road, your choice is simple: run with the traffic or against it. Running with the traffic feels like the logical option. You are moving in the same direction, yet that is it in its entirety. You are in the flow. Are we in sync since vehicles are faster and bigger? When you run against the traffic, you have a completely different perspective. You are aware of the openness, potential issues of errant drivers and can quickly pivot to avoid potential danger. Why is it that we are all so often intent on ‘going with the flow.’ We believe it is simpler and more effective. If we are looking to create a favorable impact, it bodes well for us to see what is coming the other way and not ignore it. If we do, we may only realize it when it is too late. Try going against the movement and realize opportunities that unfold and how more aware you are of potential challenges. At the very least, do so if you go running.

Perception and perspectives

Jun 16, 2021

When we give our opinion and share our thoughts, we are offering our perspective. Some perspectives are worth far more than others. Perspectives come with diverse experiences, skills, and viewpoints and are not equal in value.

Some perspectives may even be unwarranted.

How we see, analyze, and sort through the information presented to us and then give and have a viewpoint is our perception.

Perspectives and perceptions will vary based upon cognitive abilities and the extent of our ability to utilize both hemispheres of our brains. While most of us bring the left side of our brains into play daily, the logical, thinking, analytical, data-hungry hemisphere, we neglect our creative right side.

That is not the fault of the individual but an even more significant issue with our education system. Our growing emphasis on STEM subjects almost appears to be at the mercy of the arts. Our proficiency in analyzing data and providing systematic thinking is a product of the deliberate training and instruction received consistently from Pre-K through to high school and beyond. Likewise, our inability to innovate and invent is thanks to that same system.

When we question a person’s ability to ‘see the forest from the trees’ or ‘not seeing the whole picture, ‘ we question their ability to use the left hemisphere. Like many disciplines and functions, individuals will be proficient based upon their training, practice, and experience. Do we expect someone to write code if they have not been trained and practiced it?

Why we, as professionals prepare?

Jun 15, 2021

Euro 2021- the second biggest soccer tournament is underway. Professionals abound. The players, coaches, trainers, and administrators. Each has a specific function to perform, and they do it well.

This past Saturday, during a game, Christian Eriksen, one of the stars for Denmark, collapsed on the field while playing. He lost consciousness. In seconds his teammates, and specifically the captain, responded. The captain gave mouth-to-mouth while the referee, Anthony Taylor, called on the emergency medical team. A defibrillator was necessary to resuscitate him. He had suffered cardiac arrest. Today, Eriksen is in stable condition thanks to the quick, decisive actions of professionals.

But it was not the actions of only the medical team. Captain Simon Kjaer and referee Taylor’s efforts were instrumental. They were prepared. Not in their crafts of playing or officiating alone, but instead of being professionals.

Excellence does not focus on a narrow set of defined actions but instead the awareness of aspects that add to our performance and define us as professionals. It is the small things that make a difference. We may be good in our professions, yet, ultimately, what makes us great is our attention to the small details and our preparation for small events. When we are aware, take time to see more broadly, and prepare, we inevitably produce better products and deliver favorable outcomes- sometimes life-saving.

What’s it worth

Jun 14, 2021

We are still mired in industrial age pricing, although we have moved well beyond this and are most definitely in the service technology age of working. The principles of assigning value apply to the incentive systems we use and the ways we value services.

In many instances, we are still using a time-based system of assessing the price we offer our services at. Yet, the measure of value to the client should not be time, but rather by the enhancement and value provided to them to benefit, assist or enable them. Nor should we quantify it by the number of people served. Why are we still charging based upon hours or units? Where is the actual value?

This notion applies to products and is also very relevant when talking about the value of services. If we compare the price of a commodity, it is simple. However, when the service relies on relative experience and expertise, the value is vastly different, spending on the extent of knowledge and skill. Here the buyer will favor a time-based value system and focus on how long the process takes versus the relative experience.

The end product will be vastly different based upon the producer’s skills, knowledge, experience, and creativity.

You want a painting of an elephant, and yes, you will get one.

Yet, no two portraits of an elephant will be the same, and time or units will not reflect the value of the piece of art.

A few things will be evident for any service you are purchasing:

Whether you are the buyer or the seller, the question we should be asking ourselves is not the units of time or number of items required, but instead the value attributable to the service?

Function and form

Jun 13, 2021

We encounter and use a combination of form and function that coexist and are rarely of equal prominence and elevation. We can admire each element independently, and when combined with equal attention and care, it is inspiring and transforming. The items we use were all designed with function and form.

The intended mechanics of a tool and how it will operate are elements of functional design.

The overall aesthetic of the item reflects the attention to the design of the form.

Products or services with a disproportionate focus on one element are readily apparent. The sleek tubular bathroom tap looks stylish, yet when you try and turn it off with wet hands, it slips. The remote control has an abundance of features yet involves intricacy to get it to work. And then some products and services are so easy to use, and look and feel amazing, that you are happy and want to use every day. You then your friends about them.

What we do each day comprises both function and form. The coffee and breakfast you make, your dress for the day, and the work you do. There is function and form in everything.

Products and services that attain success, adoption, and longevity will have a delicate balance between function and form. Your work today matters, and if it is for you, as well as others, to enjoy and remember, you will likely strike the right balance.

Hold up a mirror

Jun 12, 2021

‘Take a look at yourself in the mirror’ does not imply you need to look at yourself merely, but instead, you should look at what and how others may see you. A noble quest and possibly a helpful suggestion that will likely not bear the intended results.

Just as with Snow White, asking who the fairest was of them all, the mirrors we place up to ourselves are fraught with our bias. If we stare at it, all we see is what we believe, conjure up, and embed into our psyche. We do not see what others see, both the good and the less accepting.

Being offered an alternative perspective can enrich us and help us grow when delivered with care, respect, and consideration. We should seek out an objective, reflective mirror, and if in return others seek out our perspective, be sure it is kind and constructive.

Work and hard

Jun 11, 2021

The expressions ‘work hard’ and ‘hard work’ have very different meanings. They stir up differing sentiments, one more favorable than the other.

When someone is known to work hard, we often admire. It suggests that that effort is required, and we look upon it as a strong quality.

Hard work reflects a challenge and possibly tricky and problematic. It is avoided by many and rarely embraced.

Yet hard work can suggest a need for creativity and clarity to problem solve. It requires us to expand our mental capacity in a way that brings personal growth once we overcome the challenge.

Work hard can be misguided to assume that long hours suggest dedication, commitment, and grit. It minimizes that time does not measure astuteness and smartness in the way we work, which are valuable elements in good execution.

Work and hard will remain synonymous, and we can choose if we will be intelligent and creative about it or continue to expect and recognize time spent as valuable.

The worst of times are the best of times

Jun 10, 2021

Having one’s back against the wall is not something we relish or wish upon ourselves. We feel anxious, concerned, fearful, and desperate. Yet, in extreme situations that require us to make decisions of survival, we bypass or shorten this state of tension and move towards one of ruthless clarity

Consider being in a situation of personal survival. Our instinctual response is to take action. We will focus with clarity on a single course of action to deliver a positive outcome. Our decisions are fast, decisive, and deliberate.

When faced with difficult personal and work decisions, why do we not always apply the same survival logic? It is not uncommon for flailing projects or organizations to adopt a scatter approach to problem-solving with delays and excessive deliberation. Where is the survival intentionality?

Challenging situations can bring clarity to the core of sustainability. A focused approach and decisive action inevitably bring favorable outcomes and reflects a level of ingenuity, resourcefulness, and cohesion, elevating teamwork. We hone in on the important.

If this approach works well when we have limited resources, why would we not select to adopt similar tactics in the best of times?

More alike and not the same

Jun 9, 2021

You are frustrated, inconvenienced, disappointed, or hurt by someone’s words or actions. They are of a certain age, race, gender, socio-economic, religious, and political beliefs. We then begin to rationalize and characterize that ‘they are all the same.

We as human beings are 99.9% alike in our DNA makeup. Yes, the physical differences are more similar than dissimilar. Yet, we are quick to describe the differences in people’s looks and structure. Similarly, we are far more alike in our thinking and beliefs than not. Yet again, we want to isolate ourselves and often make negative distinctions and comparisons.

Rather than lumping people together based upon physical, mental, and other differences, look at the individual as just that and don’t draw any false assumptions about anyone else who may exhibit similar attributes. It may serve us well to avoid the conclusive characterization of a person based upon a single event. We are more alike with one another, and yet we are not the same.

Turning the ship

Jun 8, 2021

Ships are notoriously slow to turn. It requires planned deliberate actions to succeed. While it does take time, with a bit of patience and maintaining the set course, it will get there.

Life can be that ship. You choose to change a bad habit or situation that has been with you for an extended period while, and then when you begin to change the direction, it seems to take a long time to get there. As with a ship, it is not a quick 180° but instead follows a gentle arcing turn before coming to the point you are navigating toward your desired direction.

When you persevere to that new path and finally get your ship on course and remain resolute on the new destination, it will take equal effort to have you go back in the wrong direction.

Persevere. Strange how that turns out.

Potential and execution

Jun 7, 2021

Planning is an essential part of all we do. Any plan that is not well thought out can go awry fast and lead to an untold loss in time and expenses. The plan sets the course and is a must. Yet, that is all it is, thoughts and direction, devoid of action.

The ability to effect change and deliver on a promise will not happen with just a good plan. It requires action, and that is where we as individuals and organizations fail. We plan for days, weeks, and even months and feel a sense of accomplishment in our deliberate and methodical thoughtfulness. Then we don’t stick with the plan or ignore it altogether.

It is easy to blame the plan when the genuine fault is in our inability to execute. A runner wanting to complete a marathon cannot rely merely on the training plan. They must follow the program as well and run. A new strategy or product will not attain success on a good plan alone. It requires execution. When planning, we may also consider the steps or actions needed to safeguard and follow the plan.

Simply moving forward

Jun 5, 2021

Because we decide to move on to a new chapter, and assume a different course, while it may feel and be the best option, does not imply we are done. The pronouncement to desired state does not happen as simply as the words uttered or the decision made.

There are typically challenges, even if the chosen decision is a correct one . While moving on is a simple concept, it is unlikely one dealt with simply.

Be prepared to grieve, resent, deny and even feel angry. There is nothing wrong with you. It is human. Funny how that is. Patience is your ally.

Keep on moving.

Dogs and hydrants

Jun 5, 2021

What are you thinking? The mention of those two words likely brings the typical image of a dog urinating on a hydrant. That is the generalization, but it is not the norm for hydrants nor dogs. We are rife with stereotypes and are quick to create them. We use them to describe situations, events, and even more so, to describe people, individuals, and groups.

When we generalize, we seek to label people. We talk about ‘them’ and ‘those people. We alleviate the distinctions and the exceptional, and we bring it to the average. And in doing so, we lose richness and uniqueness. Inevitably we mischaracterize, leading to incorrect or flawed assumptions and judgments

Are we not richer for being far more open-minded in our thoughts about people and recognizing the strengths of individuals rather than placing them into groups? After all, average rarely produces any exceptional experience. Why be average?

Cognitive dissonance

Jun 4, 2021

We are torn and feel uneasy. A situation challenges our beliefs and pulls us into a new realm of thinking. A simple example is that you decide to be healthy and shed the Covid shield lining your waistline. You eat healthily and commit to daily exercise. This weekend, you are at a party and have hot dogs, burgers, dips, and a whole lot of yumminess before you. Not in the plan, not what you committed to, and with that, you feel uneasy, guilty and begin to justify why you should indulge.

On occasion, it may be minor, while other situations may be of greater significance and consequence, such as your organization chooses to adopt a policy in complete contradiction with your beliefs. Our actions are in denial with our attitudes.

If you feel uneasy and challenge your beliefs, values, and even the facts and need to rationalize your decisions and behaviors, you are likely experiencing cognitive dissonance. We all experience it.

When faced with a decision that does not hold with our principles, do we change our beliefs or change our behavior.

Who wants to have their beliefs challenged, especially those that may be deep-rooted. When our behavior does not fit our self-image, we question our core values and ourselves as a person.

Yet, it is necessary to resolve these notions and eliminate the ambiguity that creates tension, unease, and anxiety. Since it will almost always be due to conflicting forces, we should reduce the differences between the two and seek a consonant one. We can acquire new information, eliminate the dissonant belief or lessen the importance of the conflicting attitudes we are experiencing. Resolving the conflict need not require significant change.

Cognitive dissonance can be a tool. It is a trigger. Rather than being a threat, use it to question and validate your beliefs, assumptions, and actions. Regardless of whether you go back to the initial thinking or alter it, thoughtfulness alone is a process that will further solidify your own beliefs and will likely make similar dilemmas in the future less challenging.

Opportunity, sunk, and fundamental costs

Jun 3, 2021

We deliberate whether a cost is worthwhile and required; this is what we do. Why spend money unnecessarily?

Opportunity cost is the loss in revenue or additional cost we subsequently incur because of an alternative decision we made.

Sunken cost relates to the expenditure incurred that cannot be recovered. The stock price has dropped forty percent from what you paid, and while the market is recovering, the stock you hold will likely not at the same pace. Your value is the current market price.

When is spending necessary? The critical designer required a raise to meet industry levels, and your laptop has been playing up for months; the system is rife with minor glitches. We hold off the spending since we do not know deem it is necessary. Until we lose it. The person leaves, and there goes our development, the laptop crashes, and you lose two months of data that you cannot recover easily, and the system glitch results in fifteen percent lost revenue.

We slash training, infrastructure, development, and other core day-to-day budgets, at times with little consideration of the longer-term issues. Our critical thinking should include a set of questions that we answer to assess the associated cost of doing something compared to not doing it. This is a fundamental cost.

AI – Closer to actual?

Jun 2, 2021

We suggest that the assimilation of information with the use of algorithms and predictive assumptions is artificial intelligence.

But is it? The information uses actual data, history as a basis, and the integration with trends, again historical, as a predictor of possibilities and probabilities.

Quite possibly, this may be far closer to reality than we would prefer to believe. Do we give what we describe as artificial the attention it deserves, and what is it telling us about ourselves and who we engage with?

Need to plan

Jun 1, 2021

Going on vacation is something we can all agree upon. An excellent idea and something to look forward to.

The question is where to, when, how, and on and on. It is unlikely we will take a vacation without doing some planning. Even if we choose to take a trip that is all about ‘seeing where it takes us, there is some planning involved. Permitting day-to-day experiences to guide you and requires some thought.

The time we take to plan is the most valuable time we will use. As has been written here before, time is our most precious commodity. The investment upfront will save time later on.

Your plans may differ depending on the purpose, the magnitude of the undertaking, the anticipated effort and involvement required. In all its simplicity, we should at least be considering a few key elements.

What is our objective?

How will we know we have achieved our objective – the measure of our success?

Who is the person(s) responsible for leading and supporting the task?

When do we plan to start, and when do we plan to end?

Within the plan, there will be varying levels of detail in the form of actions that we need to take, and it will include specific tasks, meetings, reviews, testing, and more.

Going through the planning exercise helps us understand what we need to do deliberately and helps those who support us better understand what they need to do and how they all fit together.

There is no doubt that the time you take to plan will be time well spent, and the more you plan, the greater the likelihood of success in the execution.

It takes one

May 30, 2021

We do not all start on an equal footing. A wide range of factors entirely out of a child’s control will place them on a path. For some, the course may not alter significantly from the original track, often not because of the individual but also due to others and societal systems who keep them on their supposed and projected path.

That does not necessarily need to be the case. All too often, we assess people because of their original circumstances or their profile. We assume and immediately judge, both positive and negative, relying on our prejudice. All it requires to change a person’s trajectory is one person to believe in them, to see the person behind the biased labels of society, and to guide, support, and encourage. Hope, promise, and inspiration can change that path one step at a time.

Even if only a slight deviation from the original path, taking a step in a different direction will compound if one remains on the new course. Soon, the individual finds themselves in a very different place. It does not occur instantly, and nor does it happen without setbacks. It requires perseverance and determination.

It takes one person to believe that the individual is not damaged and then show them the path and nudge them to stay on course. You may be the one.

Reputation

May 29, 2021

Building one up takes decades and requires consistency and deliberate action to create, build, and nurture. While it is not always possible to define one’s reputation, we gain it through repeated interactions with others and establishing a common thread of solid performance. The more we reinforce a behavior or value, the more excellent our reputation.

Yes, it can take mere minutes to destroy a reputation that you thoughtfully develop. Your actions today are what matters, and upon these, is the basis of your present evaluation. Your reputation is not challenged or brought into question in most instances, and your standings remain intact. In the future, a situation will put you to the test.

In those moments, ask yourself, how would you feel if those you respect and admire and whose opinion matters to you discovered what you were about to do or say or did or say? If your conviction and decision hold, your reputation is intact. It is your reputation, and you are best equipped to care for it.

Begin at the end

May 28, 2021

We begin working on projects and soon find we are taking a different direction midway. Uncertainty prevails, discontent is apparent, and often we sit back and question the process or the people executing the task. While it can be essential to be fluid and flexible with our approach to reach the endpoint, what is invaluable and much needed at the start is to have a clear sense of the final goal.

Be clear on the end state, who it is intended for, the need it accomplishes, the functions it provides, and how it will perform. If we begin with the end, we will not only deliver the intended solution, but it will inevitably save hours, needless reiterations, budget, and avoid countless frustrations.

Starting with the end may be more relevant to the design and development process than any other function you perform.

Organization health

May 27, 2021

People are exhausted and frustrated with the endless number of Zoom calls and new demands. Individuals deal with stresses that did not exist before, and most have incurred some personal struggle. Going back to work is not a matter of setting the clock back to March 2020. People have changed, and so has your organization. As organizations, we need to grasp this state, address it, implement tactics and solutions to aid our people and provide for a long-term sustainable team capable of performing well. This is an evolving reality, and we should understand and address it. Failing that, it is the organization will suffer. What changes do you have planned?

Ethical conduct

May 26, 2021

Telling lies is a habit, and it is infectious. It all begins with a white lie, and it is justified for personal reasons; however, that is still a lie, and from there, it escalates. So, where does it stop?

Telling the truth is also habit-forming. The more you do it, the better one feels regardless of how hard it is, and soon enough, others take notice and choose to be a part of that. People would not prefer to lie rather than share the truth. Moving towards the truth is simple, too. You will feel proud, others recognize that, and you will not have to spend the time recalling the lies you have told.

What would our days be like if we knew that every person we interact with subscribes to the same ethical principles we do, and what they say is what they do? Possibly you can be the change.

Subject to interpretation

May 25, 2021

Information shared can be construed and reshared in many ways, and therein lies the issue. We see and hear things in different ways, which brings opportunity and strife. One can lose the tone, humor, intent, and underlying sentiment in a simple message. It leads to misunderstanding, discontent, and in some cases, negative consequences and outcomes. A statement ‘You seem sharp today’ is open to multiple interpretations.

When it comes to sharing information intended to engage others or solicit their participation, it is wise to eliminate ambiguity. The key is to attempt since you will not always succeed. Inevitably, it is subject to individual interpretation, and where does the onus lay on getting it right?

We may consider our audience and reflect on how they may receive the information if we deliver the message.

For the receiving individuals, we may ponder the message’s intent and its purpose before any judgments.

It may be simple, and we mostly align, but we may want to pause and consider a different interpretation when we feel misaligned. Rather than concluding hastily, think if this is subject to interpretation and requires further discussion.

Outcomes and incentives

May 24, 2021

In the age of knowledge and technology, where almost 80% of the US workforce is in the service industry, we continue to operate dating back to the industrial age of manufacturing, some 250 years ago.

The economic and social changes brought on with the replacement of hand tools to power machinery, and large-scale factories became the order of the day. The ability to move production to 24/7 with shifts became the norm, and with that, a move away from remunerating workers based upon their outputs and paying them for their time. It was an economic boost brought on by significantly increased productivity, while paying workers for the hours worked. And this has continued for centuries and exists today.

Now that we are predominantly a services economy, we continue to apply the same model. Today over 90% of US workers are salaried or hourly waged, with over 66% being hourly. We reward people for the time they put in and not what they put out. The worker who is efficient and can perform twice as much work in half the time does not earn four times that of their co-workers. We hear individuals say ‘Only an hour left before I leave,’ instead of ‘only ten units to complete before I leave.’

Yet, we as leaders expect increased productivity, and so we should. If we continue to incentivize a system that uses time as the measure, we should expect employees will work with time as their primary driver. It is simpler to manage, and it provides the employees with a more consistent cash flow. If we seek efficiency and value productivity, we may require a new reward system, or we can expect the same.

Just tell me

May 23, 2021

Major problems present themselves not as a neatly wrapped gift but instead entwined with ribbons of variables and options. All too often, the apparent solution(s) is one we are aware of and grasp, yet because of personal implications, it is not the path we wish to take. To which we want the ‘Just tell me what to do’ option.

This is to no avail since the responsibility for execution falls upon you, and being told what to do is just that, instruction was given to you, not that you chose to or want to. Even if we present the answer, it requires our disposition to effect change, and we know how agreeable we can sometimes be to change.

When you next face the dilemma of what you need to do, you may wish to reflect and ask if you already know the answer, and if you do comprehend the action to take, why have you not?

Clip the wings of time

May 22, 2021

Time flies. Before you know it, your child has finished high school, and it seemed like yesterday she was in first grade. You have been with the company for ten years, and yet you started just the other day, and you have been with your partner since the dinosaurs were extinct, well, so it seems.

Time is the one resource we can never make more of. Among most other restraints, this is the one we cannot alter for.

Time is precious, and by its nature, is the one element we should manage frugally.

Start at zero

May 21, 2021

When we make changes, we typically start with what we have and where we are to make improvements to a process, product, or system. The results are progressive and will bring some benefits, yet it is rarely optimal.

If we start from nothing, we can focus on what is necessary and then design and build to achieve the goals while eliminating non-essential.

Grasp the reset

May 20, 2021

The pandemic has altered not only our physical lives but our emotional and mental states as well. Life changed for all of us, whether directly or indirectly, and it should have highlighted what was important.

Everyone is eagerly awaiting ‘getting back to normal.’ Maybe it is mobility, less containment, or the ability to see mouths and smiles. Do we genuinely want to get back to where we were not that long ago? Did we not learn and enrich ourselves in many ways?

Recognizing what has been essential is key and helps to permanently eliminate the distractions, the trivial, and immaterial that adds little value. Look to lose that which has taken you away from the essential and double down on where you have been enriched and added personal and professional value. This applies to organizations as well as people. How has your organization grown, where have you gained efficiencies and productivity?

We have reset.

What is essential?

What did we gain?

What did we eliminate?

Committing to understanding these changes will afford you discovered time, efficiencies, productivity, passion, and an enhanced state of happiness. A complete rewind may not be ideal after all, and why lose what good has been created.

Diversity, equity, and inclusion

May 19, 2021

Every organization that places value in its people and human capital is addressing its policies and practices in diversity, equity, and inclusion in the past year. Regardless of the extent to which they prioritize the initiatives, there is purposeful reflection and attention.

This intent is necessary and required. The extent to which organizations carry this forward is a testament to the values of their leaders. Doing something knowing that the guise will reduce internal and external pressure is a tactic used by some. Then it is a guide, and like most others, it will reveal itself as such. Taking words, putting those to action, and committing resources to various initiatives for change, is what is requisite.

It starts with two simple steps: Take action and include it as a strategic priority, and name it with respect rather than diminishing it to an acronym because of simplicity. The issue and solutions are not simple and deserves their rightful prominence.

Trust, front and center

May 18, 2021

The fundamental value we rely on to conduct, interact, and participate in almost all we do daily: trust.

We are unable to function unless we trust the people we know and even those we don’t. We trust that the company has packaged the decaf coffee as labeled, the news the media reported on is accurate, your money in the bank is safe, and the legal system will protect you equally. Trust is essential for us to exist. It is the foundation to organizations operating at the highest level, homes functioning well, and relationships prospering.

When trust breaks down, the fragile systems holding everything together fail. The design of information on the internet is put out there (sadly, mostly), stretching the truth and misleading individuals. They take advantage of your trust for their gain and to your detriment. We cannot operate unless we give others the benefit of the doubt and take at face value what they say or indicate to be true. Like a young tree, trust will grow the more we nurture it, and as our belief in something or someone increases each day, and the more familiar we are with it, we drop our guard to the same extent, growing that trust.

The extent of the damage can be devastating when this trust is broken and will often directly correlate to the importance of trust we place in something or someone. We stop being careful, and out of nowhere, it hits us. When technology or system fails, the consequences may be devastating or even life-threatening, yet that failure was not my intent and not designed to achieve the negative outcome. The employee who does not do payroll as required or accesses trade secrets for personal gain, or the partner who clears out the joint bank account, all do so knowingly with a clear sense of their actions and the resulting negative impact on others. Trust is broken.

Possibly we need to be cautious with our trust, or like an automated system, place safeguards and checks in place to mitigate breakdowns. Yet, this can be inefficient, and being suspicious is no way to live. Or we can trust and emphasize the importance of it to the success of the organization, partnership, and relationship, and continue to build it with the hope (and there lies the risk) that the other person maintains their integrity.

Without trust in place, is far more difficult.

Keep it fresh

May 17, 2021

There is much to be said for fresh. It typically tastes, looks, feels, smells and sounds better. There is good reason why the label fresh is used extensively as a selling point, and a guarantee of freshness brings value and appeal.

Our best work is done when we are fresh. When we take on a task when we are rested and alert or even looking at it with ‘fresh set of eyes’ it often seems simpler and smoother. When we bring in others to offer a fresh perspective we enrich the thinking and discover outcomes.

We can ignore the signs that the work is not fresh and accept it due to the constraints of fatigue or limitations of a single-minded ability, or we could ask ourselves what a crisp mind may unfold, and would we want to revisit the task so that we can savor it further when it is fresh.

I can see clearly now

May 16, 2021

Johnny Nash understood it far better than most when he sang

‘I can see clearly now the rain is gone.
I can see all obstacles in my way.
Gone are the dark clouds that had me blind.
It’s gonna be a bright (bright)
Bright (bright) sunshiny day.’

We can be mired in the storm or fog of our thinking where it is impossible to see beyond the heavy clouds before us. Most of the problem is that we stare directly at the clouds, and they become an impenetrable wall. Yet beyond those clouds is bright sunshine and clear blue skies.

When faced with the dilemma of problems, we need to step back initially and attempt to see the whole situation versus merely looking directly at the small narrow element that is typically our challenge. When we step back, we may notice that the obstacle may only be temporary or that the solution is not the one we had imagined. Clarity can come from fresh perspectives, and we can have a different outlook which can be achieved alone, or more likely through collaboration and discussion.

When faced with the storm, step back, and understand it is a storm, and they all pass. What you want to see beyond that is what matters most.

I can see clearly now

Slow down

May 15, 2021

A beautiful morning and you are enjoying that first cup of the day. And you think you need to take the dog for a walk, then get ready for the day ahead, and then, and then. Did you even savor the luscious notes of your morning brew, the delicate fragrance, and warm sensation as you take a slow sip, the feeling it created in your mouth, and wonder what it took to get that drink into your hands, from seed to cup?

We are accustomed to being the juggler who cannot keep it all up, that we accept dropping things is to be expected. Why? Do you not want to be proficient in what you do most of the time, or do you want just to get by?

Slow down will inevitably permit you to speed ahead. You will likely gain control and feel more accomplished and successful, bringing even more remarkable achievements. Enjoy your cup, and take in the moment, for it too will soon pass.

What’s the answer?

May 14, 2021

Frustrations are just that, whereas complex issues draw on mental and often emotional insight and strengths. Being who we are, we want to know the answer to questions and now is preferable. The answer may be simple, in which case great. Or it may be complex and not be a simple right or wrong alternative yet one that is specific to this situation and requires some thoughtfulness.

Although the question may have similarities to previous situations, it will likely have unique elements. While the past may be a guide, it is not an assurance of certainty for today nor the future.

So when asked ‘what’s the answer,’ it merits thought to compare to past experiences, and the nuances that make it different. While the response could merely be a stock answer, a little introspection may reveal previously unknown possibilities. Could no immediate answer be best? It likely depends on the situation.

Beware of the dog

May 13, 2021

We know the sign and we stay away. The dog is known to protect its turf often with single-minded determination, and cannot differentiate those who mean well and are supportive from those with ill intent. The dog is trained to instinctively follow that same pattern regardless of who should enter, other than the person who cares for it.

We should beware of the dogmatic mindset. The one that is steadfast and resolute in thinking and approach and is unable to objectively consider ideas or perspectives that may differ from their own. At times dismissing new thoughts may be justified, however, it is likely that in most cases not. Being overly dismissive of ideas, people stop sharing them, and you do your thing, alone.

Cognoscente

May 12, 2021

Speed of change and the depth of information available drives the move to specialization and a call to attain focus and expertise applicable to individuals and organizations.

Identifying and creating niche areas in a crowded marketplace is essential and invaluable.

Some organizations favor generalists within functions or departments rather than fostering an environment for specialization and deep expertise. And this is reflected in their service and product suite.

Suppose we are looking for someone to innovate, resolve problems and execute optimally. Are we better with the expert with deep knowledge and understanding or a generalist with broad knowledge and no focus? If we want to be the best or have the best, there is value in a cognoscente.

When it matters

May 11, 2021

Creating a new product or service is exciting, fulfilling, and valuable – for the creator. What we make only has value when the people we are creating it for finds value in it.

Designing from our viewpoint is what we typically do and is more straightforward; design for their perspective requires insight and understanding of who we are making this for. When we begin to view their pains and what they may gain and construct to help alleviate those challenges and meet customer needs and wants, do we have something of value?

In design, we have the freedom and flexibility to change and be nimble. Once we begin to manufacture and implement, we put into motion that which will be harder to assess and evaluate. That is not the time to determine what value we bring. We can choose when we want to learn our fate, when we are in concept or when we have committed in the market, which may be too late.

Fixing bugs

May 10, 2021

A new software update seems like a daily occurrence. ‘Download to fix…’ Technology changes rapidly, and in an instant, we fix the bug, or so it may appear, and then we expect that it will not break again.

When we look to fix problems with people, it is rarely that simple. It will require the person requiring the adjustment to embrace the need for ‘change’. It also takes time and may require patience, and once remedied, there is a possibility they may revert to the old way again.

Applying a different rigor to resolving people’s problems requires a different outlook and approach. We often say ‘we help someone…,’ for a good reason since we only help and they choose and change as they desire.

we should exercise thoughtfulness and care with any fix. At times the ‘change we initiate reveals other issues, and if you are thinking of replacing people with technology, you will need a person to fix the bug.

Perfect Mother’s Day gift

May 9, 2021

Yes, you can celebrate Mother’s Day today, although you can do it any day. She likely will not appreciate the fuss but she will smile and thank you.

And where did it all come from? Corporations needing a different angle to sell their goods and a way to guilt you into buying lavish gifts or unneeded stuff to show your mother you care?

Moms are special and we should recognize that, and if we cannot avoid the marketing trap, possibly we can do it in a way that will be remembered well beyond the wrappings and packaging. Finding moments to create memories that will be with them for an eternity, will likely be the ideal gift for your mothers today.

All it needs is you, a little thought, and a whole lot of love.

Push the limits

May 7, 2021

We restrict children for good reason, often to protect, teach or even to confine. They, in response, push the boundaries as they should. They learn why the limitations exist, and they also know how to be creative and resourceful to potentially overcome the limits. In some situations, pushing the confines is not advisable or acceptable, but this will only be learned when you tug at them a little.

Organizations do impose boundaries, again for good reason. If we seek progress and growth, we should expect challenges and push the limits. Failing that we remain where we are, and soon enough we are left behind. When we look beyond the confines and the acceptable we begin to see new frontiers, and it only then that we can begin to innovate.

An elemental invitation

May 6, 2021

Meetings are the bane of organizations, or at least they can be. Necessary, valuable, and productive when done right, but that is the case less often than not. The issue is not the meeting itself but instead our preparation for the meeting.

You host a dinner party, and you do not know who the guests are or why you invited them. When the first person arrives, you consider what you will prepare and then investigate what you may have available to eat and drink. Or you gather together for the supposed dinner and then plan to have another dinner at a future date. Would that dinner be a success? Will your guests want to come back?

We call meetings with no agenda, purpose, or intended outcome. We do not inform participants beforehand how to prepare, nor their role. When the meeting labors on, lacks focus and direction, we label the meeting as the issue?

The success of meetings is in the preparation. A little planning and deliberation will create more meaningful experiences for participants and result in far better outcomes. For unplanned meetings, we may be best off deciding whether we should attend or not since the goal and our potential contribution are unclear – after all, we are likely busy, and time is a precious resource.

The X factor

May 5, 2021

Increasing organization value is the driver of choice for most organizations, and various measures help determine that. Public companies are required to publish quarterly results, including ones measuring value. Yet, quarterly results do not report on the most critical determinant of value: human capital.

It’s a given that customers are essential for business survival and success. Even more so are employees. Without them, there is no business. Can we expect customers to like us if we don’t like ourselves first? Who will find the customers, deliver on our promise, and help push innovation? Who is our identity beyond digital and print branding? Ultimately, customers buy the people behind the brand and product.

Organizations look to identify the element with the most acute positive cascading effect, and the answer is one we have complete control over—our people. If we invert our focus and empower, invest in and develop our people, we may find solutions that fall in place for the external challenges we have little control over.

An appropriate outburst

May 4, 2021

We praise the even-keeled superior or coach who demonstrates consistent composure and control regardless of the pressure and stress they encounter. It creates a calm environment and is less distractive.

We mute the calm voice because of its consistent tone. We become complacent and a little too comfortable.

The calculated outburst can bring attention and focus on highlighting a specific point and motivating positive reactions. It is planned, calculated, and delivered at a particular time with intended responses and outcomes.

The individual or leader in command of this range is in tune with the situation and understands the most appropriate action to take, including a well-timed outburst. They control and help create value compared to the volatile leader who has no power over the team and let alone themselves.

Back to the office

May 3, 2021

The percentage of people vaccinated is rapidly approaching fifty percent, and many public access restrictions have begun to fall, which also hails the return to regular office conditions.

What is normal? What have we learned over the past year? Did we lose productivity, effectiveness, and innovation? Many organizations have improvised and transformed their processes and procedures over these unprecedented times, leading to improvements. Employees have been grateful to have the flexibility and a sense of safety to stay home. Team dynamics changed, onboarding new employees is less than ideal, and the development of individuals is more complicated. While many organizations did not experience a significant change in their overhead structure, those who could exit property lease agreements benefited financially.

What was the impact for your organization? We should conduct a cost-benefit analysis on performance in the past year. At the very least, maintain the benefits and innovation from the past year, and permanently discard redundant of value sapping practices.

As organizations consider a return to the office, we begin to tackle a set of new challenges. Early surveys of CEOs and employees indicate 80% plus of leaders want to be back in the office, while only 10% of employees want to return. At a minimum, organizations should address the disparity in desires, and not ignore them. Leaders believe this is necessary to restore normalcy while employees feel they continue to perform their jobs as well, if not better, remotely, and some have real health concerns about a return to the office.

Is the solution one or the other? The likelihood, if organizations invest in understanding the learnings through the pandemic, a different model will surface. Nevertheless, it will require careful attention, and at minimum, some dynamics and requirements to change. We will learn about people and how well we have adapted, both essential in creating lasting positive change.

Positivity is contagious

May 2, 2021

We are hardwired to focus on the negatives. A review or assessment of people or initiatives inevitably will focus on what is wrong, even when we look for positives.

Where is the value in that? We fixate on the imperfect and the insufficient. We highlight ‘could have, would have, should have’ rather than ‘can, will, and did.’

Who is inspired by having their issues and challenges being the focus? If we want others to support us, we need to start by supporting them, and it is as simple as a focus on what they are doing right. Highlight the positive.

When we flip our perspective, grasp our role, and draw attention to what is going well, we reveal a renewed passion, inspire further, and create a desire to attain our ultimate pursuit, more positives.

It’s Not Important Unless It Impacts You

May 1, 2021

No issue at all.

The banquet does not offer any vegan options.

The forms are only in English.

The hall is a standing room only.

It is not a priority. Unless you are vegan, cannot speak English, or cannot stand.

Organizations suggest and even proclaim they are customer-centered. It depends on who the customer is. There are instances when someone may genuinely be the exception, except when the exception is over ten percent and growing.

If we say we serve our customers, we need to understand who they are, put ourselves in their bodies and provide for them how they need help, not the manner that is most suitable to us.

What Is Free?

Apr 30, 2021

‘It’s free, you should try it’. We adopt an app or a service because it is free. Is there ever no cost?

Are you not paying in exchange for the valuable data you provide?

Does the time you dedicate to avoid ads and promotions while you use the service, not have value?

Once lured into the service, do you then require the additional functionality that is the upgrade ‘premium subscription’ option?

When it is free, consider what your true cost is, after all, someone has to pay for this. Do you want to incur that price for ‘free’?

Show Up

Apr 29, 2021

You have been at it now for weeks, and you are showing little progress. All that effort, no noticeable change, you say. Only disappointment, fatigue, and a sense of failure.

You work hard for the sale or grant, and it falls through. The time and effort to develop an employee and they leave. Daily we incur setbacks.

What is important is that we show up and continue. In failure, we learn and grow, and we would not attain our potential unless we attempt.

The Scale Can Lie

Apr 28, 2021

You jump on the scale, and you watch the dial rise. It stops, and you are amazed. I lost weight. Well done to you! What did you learn from this one measure? Did it inform you that in the past month you have not exercised and much of your muscle is now fat, which lays less? Or that in the past two days, you are dehydrated, hence the accompanying headaches?

We choose convenient measures, but in truth, they can be misleading. Your weight measures one element: your weight. It is not an indicator of your health, fitness, or wellbeing. To determine those, you would need to collect a different set of measures.

What we choose as the measure of success will become our focus. While simple metrics are helpful and are an indicator, they may not provide an accurate assessment of performance or status. Your bank balance does not reflect your net worth nor declining income. The people you serve today do not indicate overall satisfaction or the likelihood they will return.

We choose the most straightforward and most convenient measures for those very reasons. If we prefer to assess progress and growth accurately, a more thoughtful reflection of the metrics we choose is necessary since those will dictate our ongoing focus and behaviors. What did you learn from the scale today?

Above Verisimilitude

Apr 27, 2021

They say they are committed to the partnership and will end their collaboration with our primary competitor in due course.

They offer the land as rich with gold, although extensively mined.

They offer direct flights from Los Angeles to Cape Town yet do not mention connections.

People on Facebook say the story is true, yet none were present, and it appears far-fetched.

While it may give the appearance of being true or accurate, the facts and details are essential in determining the authenticity of the event or proposition. Otherwise, it remains, at best, a fantasy we want to credit, a mere verisimilitude.

What You Put In, You Get Out

Apr 26, 2021

Why is it that we may choose similar options and yet the outcomes can be vastly different? Be it four years of college, a training program, apprenticeship, partnerships and even relationships.

It is not a factor of time or even the specific characteristics of the person or entity, but more so where their focus is applied, and the extent of dedication. Our disappointment with outcomes is rarely attributable to external factors, but more so attributable to actions in our control. We should start with ‘what did I do to warrant a different outcome?’ If we commit to something, plan, deliberately execute, and allow others to be a part of what we do, what do the conclusions typically look like?

While we can simply say we have limited control on outcomes, we can likely determine the result beforehand based upon our focus on, and level of effort and commitment.

The Sun Shines Brighter on Sunday

Apr 25, 2021

As do the birds sing far more happily. Your daily walk reveals far more on the weekend than it does during the week. Your week on vacation blurs, yet when at work have you not said at times, “Really, it is only Tuesday!’ as the week takes its own time to end.

The sun remains the same and a week is still only 10,080 minutes.

When we take the time and reflect within ourselves and seek beauty, everything else seems brighter, lighter, and better. We are nourished by our thoughts. Seek your sunshine and let it shine in. The time you dedicate to this inner thinking will likely provide you with a greater sense of contentment, and brighten all of your days.

Through The Eyes Of A Child

Apr 24, 2021

When do we truly experience things for what they are? When we see something for the first time without preconceived expectations, we can apply our senses to absorb the scene or situation devoid of our conditioned bias and experience it with a virgin mind.

The same applies when we experience something we are familiar with through the eyes of a child or a companion who is taking it in for the first time. Their view can influence our own. If we take it in for a moment, we begin to immerse ourselves in new perspectives and can arrive at new outcomes.

The view may be refreshing, and can only provide a fresh perspective.

Identity is a Choice

Apr 23, 2021

The person who commits to running daily and improving is a runner. The writer who writes daily with the aim of someday publishing is an author. What we choose to focus on and define us, and then pursue it with vigor, ultimately will become who we are. The same applies to the honest person, the cook, the gardener, the mother, the partner, the artist, and the hunter. It requires a clear intention and a tireless dedication.

Organizations are the same. Many organizations have a distinct element that they are known for: quality of product, customer service, professionalism, innovation, etc. This drives the organization’s vision and culture, and in turn attracts employees who want to further their cause, and customers who ascribe to who they are. Apple does not have 1.65 billion active devices by chance. The same goes for the 10 million cups of Starbucks coffee sold daily.

Defining who you choose to be is essential if you want to attain purpose, surround yourself with like-minded people, and attract those with similar values to join you. It applies to individuals and organizations. It makes it so much simpler to know who you are and what you stand for.?

Who do you identify as?

The Surefire Boost

Apr 21, 2021

We are Zoomed out. It has been a trying year for most. A loss in patience, enthusiasm, and optimism. And depending on the pandemic’s impact on your industry, workers have been challenged, either with the uncertainty or for others who are frontline, a new set of obstacles and realities, added responsibilities, and increased risk.

A small gesture may go a long way to help your employees. A short hand-written note. It does wonders for the person receiving it, as it does for the person giving it. Research indicates increases in productivity by as much as 20% and employees feeling valued and appreciated. It does not only need to be an employee. It can be someone who continues to show up for you everyday, and makes your life lighter or better because of their contribution.

While a thank you and appreciation are always welcome, as we slowly edge back to a more stable environment, this is the perfect time to show a little appreciation. All it takes is just two handwritten lines. Who will you be giving a little boost to today? And won’t you feel good?

To Prioritize Learning Or Teaching

Apr 20, 2021

While the dynamics for both appear similar, what we prioritize and emphasize will change the methods, process, and outcomes, deserving of distinct consideration.

When we want students and employees to learn, we place them in a room, at a table, books and material in hand, and a teacher in the front of the group instructing. Are we prioritizing learning or teaching? If we impart knowledge or instruct, we teach, whereas when we acquire knowledge through study, experience, or instruction we learn. They are different.

Daily we either teach or learn, or both. If we teach, the emphasis is on delivery, whereas when we prioritize learning, the emphasis is on understanding instruction. We also know that the best way to learn is to immerse in multisensory sources and to alternate between focused and diffused modes that utilize alternate parts of the brain.

If our priority is learning, we change how we instruct, making it practical, clear, understandable, and accessible. We likely space the instruction and provide repetition depending on the complexity. If we focus on learning, we focus on the process. We appreciate that understanding may differ by individual. We are patient. Our ultimate goal is to permit someone to gain knowledge well enough that they may, in time, be able to teach it. That is learning.

Do we want to teach, or do we want others to learn? The former is more straightforward for some. The latter may take our time and consideration. If others know, we are better off, for there are more people who know, and they can help grow the discussion and thinking further. The outcomes we desire and achieve are set by our choice of focus on teaching or learning.

Breakfast Of Champions

Apr 19, 2021

The hours we lose in the morning are some we never get back. Some days we feel behind from the start and never seem to find the rhythm we expect from the day. All too often, those days begin with a bad. Our morning is off. Possibly the alarm was on mute, or we chose to sleep in a little. Regardless, we are behind.

Individuals who are energized and appear to be ahead of the game each day typically have a daily morning routine to help them gain focus on their day, prepare them for their priorities, and face the unexpected. It doesn’t matter what the specifics of the routine are; it’s the fact that they have one that matters. It sets up their day with clarity, certainty, and defined planned to tackle, conquer and triumph all facets of their lives as best as possible.

Choose your morning routine. Be intentional and stick with it. What will you have for breakfast today?

Ordinary And Normal

Apr 18, 2021

Labels we attribute to people, encounters, objects, relationships, and experiences. Why are we compelled to define something as such, and for what purpose? The two words strangely evoke differing connotations. One brings through a sense of acceptance, while the other suggests a lack of importance. Yet is it not normal to be ordinary? Is ordinary just normal?

Twelve years ago, flip phones were normal and ordinary.

It was normal to have face-to-face meetings over a year ago, while Zoom calls are now ordinary.

We are comfortable with normal and ordinary; it does not threaten and challenge. The desire to look beyond the ordinary and define a new normal propels innovation and invention. There is value in the abnormal.

Beauty In Simplicity

Apr 17, 2021

It surrounds us. All our senses are on alert. All we need to do is uncover it.

Beauty is in abundance.

It does not have a price.

It is not dependent on time.

It is not reliant on outside influences.

Look for it and you will be rewarded with a richness – it will likely be in the simplest form.

Mind Your Own Garbage And No More

Apr 16, 2021

There are sufficient stresses in a day that places a burden on us, often far beyond our comprehension. Your child cannot find their homework, and it is late, backed up traffic, a spilled coffee. All small events, but they add up. We may also find burdens in what is said or what happens directly to us. Every situation or word uttered will impact you. When these words are critical or insensitive, it feels worse, especially since we mainly highlight and fixate on the negative.

Understand what you can control and what you can’t. You cannot control what someone said to you nor what they did to you. You cannot control the traffic or a bump that spilled the coffee. You can only control how you react to that, and it will be your ongoing focus on your reaction that creates the stress and anxiety you experience.

Where is the value in investing energy, thought, and care into those areas that you have no control over? Your day would be so much simpler if you could let go of what you have no control over and focus on what you do control. You have enough garbage in your bin; let someone else take care of their own.

Brilliance And Prejudice

Apr 15, 2021

The brain is a fantastic organ comprising billions of nerves, and it creates a system of trillions of synapses in milliseconds. Our ability to process and synthesize information quickly is an asset that we likely take for granted. For example, you are doing it right now, as you speculate where this is going.

We can see situations, hear ideas, and take various information points and use our experiences, expertise, knowledge, and intuition to process data efficiently and quickly arrive at answers.

The same phenomenon is populated with our biases, assumptions, and prejudices. If we rely solely on our instinctual assessments, we are likely not fully appreciate the information we are processing.

If we want to improve, as individuals and organizations, it should be standard practice for us to ask ourselves how we process intelligence? Deliberation may take a few moments or minutes and provide a more vigorous decision, less impulsive and fraught with errors. Step back and assess the findings and conclusions you are making today.

It Gets Easier

Apr 14, 2021

The first time is the most difficult. We are a product of our environment, education, and experiences. What we are accustomed to or believe as acceptable may not necessarily be true or correct. If we begin with the assumption of questioning we can begin a life long journey of discovery. We know we are not perfect. Knowing that our actions, reactions, behaviors, habits, beliefs, and thoughts may not be the ideal is a platform from which we can grow. It is important to express your love for another person.

If you are not accustomed to saying ‘I love you’, it can be difficult. Almost as difficult as expressing your love, admitting when you are at fault and apologizing with sincerity takes tremendous courage. Accepting responsibility for failure is hard to do. If you acknowledge your flaws and make the effort to correct them, you have taken a giant step to being a better human being.

You know better than anyone else the areas where you can start to improve. Think about one. Write it down somewhere. Take the first step today and remedy that by taking action. Do what feels unnatural to you, it will feel good.

Increase Diversity to Spark Creativity

Apr 13, 2021

There is change and progression, and while some organizations are correctly prioritizing diversity of ethnicity, age, and gender, studies show that this alone it not a guarantee to increase creativity and productivity.

One area of diversity continues to be ignored and overlooked, and it is one that will without contention provide organizations with immediate and significant improvement. That is cognitive diversity: the differences in perspective and information processing. If cognitive diversity is effective, why is it overlooked? Two reasons stand out – it is hard to visibly see and cultural barriers.

We tend to surround ourselves and hire for people in our own image, and are at ease with others who look, sound, behave and even think as we do. We know how we think, how does having more of us help creativity? Adopting an open mindset to the people we surround ourselves with and testing for cognition readily enables an organization to solve for new, complex, and diverse challenges by deploying different modes of thinking.

Culturally, organizations often inhibit creative thinking. An individual has different cognitive abilities that can be adopted and adapted. Encouraging individuals to share openly, make themselves vulnerable, and challenge broader unbiased thinking will inspire more creative and productive outcomes.

Challenge yourself and your organization with open unbiased thinking, and it may bring innovative solutions to traditional challenges.

Craving Chocolate

Apr 12, 2021

After that first bite, inevitably there is another, and another. It’s no wonder they now make king size. We just cannot get enough. It takes willpower to control ourselves to stop.

Growth has the same effect. As people or organizations, growth always feels good. We get some and we want more. It is uplifting, encouraging, and provides us with a sense of worth and achievement. But it needs to be managed deliberately and methodically.

Like chocolate, too much growth too fast, can create issues. If growth is pursued with reckless abandon, inevitably problems do arise. With organizations product quality diminishes, customer service and satisfaction declines, supply chains fracture, employees become overwhelmed and disenfranchised, and in time, much of the good we created that led to the growth, begins to unravel. As individuals we tend to fall into the same trap. We become impressed with our own success and sense of achievement, that we want to continue to replicate the triumph. We take on more functions or new responsibilities, and will dive into the opportunity with gusto and commitment. What are we giving up or replacing to take on these new endeavors?

Eating chocolate is enjoyable and we look forward to it. If we are intentional about the frequency, amount, and timing of our indulgence, we can avoid the nastiness of excess. Similarly, our desire for constant growth can be managed to ensure it remains an ongoing source of contentment, instead of indigestion and unhealthy eventualities.

The Grind Permits The Pour

Apr 11, 2021

Challenges need to be overcome to get to the end we want:saving up for that new car, working late nights and weekends to launch the new product, changing career and having to start over.

It can feel like a struggle. You feel as if you will never reach the end. You question your tenacity, abilities, and resolve. You long for easier times. In contrast, when it is simple, without effort or sacrifice, how much do you cherish the outcome? Did you have a sense of accomplishment?

It is funny how those hardships later make the result more special. When the grind presents itself, as difficult as it may be to remind yourself of this, the end will be worth it and the coffee will be even richer.

Can You Be Sure?

Apr 10, 2021

Your friend’s spouse is no longer at home. A work colleague has put on weight. The customer is agitated and curt. Our immediate reaction is to judge and opine, and in most instances, it is typically a negative one. They are separated. He is lazy and eats poorly. She is rude.

Who asked you? How do we know what is going on in someone else’s life? Their mother in another country is terminally ill, there is an illness, a loss, an event that was out of their control that they now need to deal with. Yet, we are quick to judge.

It’s not that it matters what you think, and there is even less need to share those thoughts. Reflect may be a better response than react. Give the person the benefit of doubt, and allow empathy to replace judgment. You will feel better about it.

Questions Are The Best Form Of Guidance

Apr 9, 2021

When is an answer not the right answer? Common thinking suggests that when someone seeks our advice or guidance we should be thoughtful and provide them with the answers to their questions. This is an appropriate response when the person asking the question requires your decision to proceed.

Other situations for advice arise when an individual needs to find a solution to a problem. Again, the simplest and most time efficient option would be to give the person the insights and direction they seek. Problem solved. Yes, for today. Yet, it is more likely you create a problem in the long run. The person seeking guidance obtains the response they need and in turn we have lost the opportunity to develop, problem solve, and develop.

When we ask questions that compel a person to think differently, question their standard reasoning, and explore alternative possibilities, we provide learning moments for them and you. They grow through problem solving and you do by engaging in debate, Inevitably, you are both simultaneously teaching one another.

The pursuit of innovation

Apr 8, 2021

Organizations are either innovative or not. For some, it is the way forward, and the quest to advance, improve, and transform. For others, the value is in maintaining consistency, status quo, and minimal disruption. These two principles can operate in tandem. The most innovative organizations demand both practices.

Innovation is inherent in an organization’s culture. One that advances by developing new products or services, or by improving operations will inevitably instill innovation as a priority. It does not suggest that an organization abandons the core functions for innovation. Improvement requires a mindset to experiment, accept change, and expect potential failure, to be successful. Department and program goals will embrace progress as the accepted norm and an understanding of trial and error.

Making innovation important and deliberately designing for its inclusion, implementation, and measurement will bring out the creativity within an organization. Innovation requires time and investment. With these fundamentals in place, organizations will begin to see rewards from efficiency in, sustaining, or transformational initiatives.

You are likely innovating already. Being intentional will make it important. How could you make innovation important in your organization and life today?

Doing Good, Is Good Enough

Apr 7, 2021

Or is it? Doing something good for someone else without any expectation in return feels good. Science has proven that when we do good for someone, it is us, the giver, who is a major beneficiary of the deed because of the positive feeling associated with demonstrating kindness, empathy, and care. Yet, because we help someone and do good, is the mere act of a good deed necessarily the ideal?

This applies to people and organizations, specifically nonprofit organizations and those who deliver human services. If your work is to help, and you perform your work, does that imply you have done good? How well have you performed your task, delivered an outcome to the beneficiary, and enhanced the existing system in place to help. Could you be doing the task better? Is it more important that you serve many people versus serving people better? Are we serving those in greatest need?

When there are well equipped organizations and processes that address specific needs, and you choose to intervene because you believe you can do better, is that necessarily good?

We use the phrase ‘human kind’ for good reason – be kind to humans. To want to do good for others is to care. If our intent and consideration are to help those with the greatest need and deliver the best outcome, in a consistent manner, would we possibly choose alternate options of doing good, if our goal is to do good for all, as good as we can?

The Practice of Collecting Unread Books

Apr 6, 2021

Tsundoku is a Japanese word describing the art of amassing reading material and never reading them. Bibliomania is the passionate enthusiasm for collecting and possessing books. The words appear to have the same meaning, yet they are remarkably different. Both have a similar outcome, in that there is a collection of unread books. The main difference is in the intent at the outset leading to the collection.

You encounter situations where the end result is not necessarily your ideal, and it causes you consternation, aggravation, and in many cases inconvenience or possibly even a set-back. These may be self-inflicted or brought on by others. Should our reactions always be the same? If the disappointment was brought on after the best of intentions and effort by an individual, how can we assess it in a similar light to the instance when there was little intent or persuasion to deliver on the promise or expectation?

Our lives are filled with such instances. When a person had good intentions and failed, should this be an opportunity to appreciate the efforts made and a moment of development for both of you? When a person fails you because that was their plan from the outset, is this not an opportunity for your growth, and to move on from such situations?

Life is short and it is important to understand your reason for amassing a collection of books.

The Art of Listening

Apr 5, 2021

In conversations, listening constitutes at least 60% of the interaction. We can hear almost twice as many words than we can speak in any given timeframe. We have two ears and one mouth. Go figure! Yet we recognize individuals for the speeches they give and for being good speakers or narrators. Where are the accolades for incredible listeners?

Most organizations will include communication as an aspect that they would like to improve on. The issues are rarely associated with what is being spoken. Instead, it is listening practices that are brought into question. ‘They did not hear what was being shared’ or ‘Why is it so difficult to understand?’ are common statements.

Maybe you could flip the script. We are trained and encouraged to participate in discussion. Instead of recognizing those individuals who talk, let’s acknowledge those who listen attentively and are thoughtful. While someone is speaking you can choose to just listen. Take in their words, not your judgements and assessments. If you had an immediate response when the person was speaking, at what point did you stop listening to craft your own response?

Listening is an art. It requires us to be present, fully immersed and engaged with the speaker. It demands that we think only about what is being said. If communication is an issue you are challenged within business or personal interactions, become a listener. At the very least, no one can accuse you of saying the wrong thing.

Work In Progress

Apr 4, 2021

It always is. Self, projects, products, organizations. Rarely do we get to the end state.

Accepting something is a work in progress alters one’s outlook. It is not complete, there are challenges and opportunities for improvement, and will require further tinkering and refinement. People, initiatives, services and products, processes and technology, are in a state of progression. If we emphasize progress, we inevitably attain improvement.

Let it be known it is a work in progress, and there more to come.

Priceless VALUE OF CIVILITY

Apr 3, 2021

Good morning. Thank you for taking the time to read this blog. You have so many things to do today, and you taking the time to engage here is much appreciated.

Who does not like a simple salutation and genuine expression of gratitude? It takes a few seconds and yet leaves the receiver with such warmth and appreciation.

Please, consider how you may light up someone’s day with a greeting and kind conduct. Wishing you a great day.

It’s All Planned Out

Apr 2, 2021

Or is it? You have all the actions, steps, and outcomes all laid out. It’s clear in your mind.

Have you ever attempted to keep your mind focused on one thing, or nothing, for a few minutes? Or kept on thinking the same thing over and over? How can you expect that same mind to have your plan well set out?

Write it down. Your mind, and others will thank you.

The Snowball Effect

Apr 1, 2021

Impact is a snowball rolling down a mountain. It starts small and slow, it gains momentum, expands tremendously to a force that is well beyond comprehension. From nothing to something massive and powerful.

Social impact works in the same way. It will start small, and soon enough there are more voices and attention given to it, which gives reliability and gains recognition. It is not the size of the outset that matters, but instead the intent and direction. If you give your cause a voice and an opportunity, you can create meaningful, lasting change.

Few people knew of the young Swedish teenager skipping school in August 2015 to protest on the stairs of the Swedish parliament building. In a short few years, Great Thunberg inspired an international movement to fight climate change.

You have a cause. Don’t hold back. Let your snowball roll, or we may never realize the impact you may have.

Which You Will Show Up

Mar 31, 2021

We all have multiple guises.

We adjust to scenarios and settings, and are able to adjust our stature and comfort level within relationships. With those who need our help, we may be the supportive and kind person, while when we interact with people who are superior in stature or have some authority, we listen more and look to appease. We are engaged and challenge those on equal footing, and instruct and expect from those we oversee. We are assertive and confident with people we are closer to than being subdued and alert with those we just meet. Our tolerance and patience will alter based upon our familiarity and liking of others or situations.

We are a composite of all these behaviors and choose the version we present based on the audiences and conditions. Which will you show up in various situations, and is this consistent with the person you choose to be and want to be seen as by others?

Marry In Haste, Repent At Leisure

Mar 30, 2021

Relationships have a start and an end, both personal or professional. Marriages in organizations are no different than romantic marriages. Be it new employees, partners, or clients, the impact of a bad match can be costly and disruptive. We are wooed in with this new relationship’s potential and tend to look at everything with positivity, leading us to not scrutinize or question the full merits presented to us. Once we have committed to the new relationship, we begin to apply a different critical and objective review rigor – this is when we notice flaws.

What if we applied intense scrutiny at the outset? Take the time to build a relationship with potential partners or employees and get to know them. Ask the difficult questions, perceive the issues that may occur, be accepting of creating discomfort before you commit, and dig deep in the selection process, surfacing as many potential challenges at the outset. Find in the beginning what we may later avoid that could be costly, time-consuming, and disruptive, rather than when it’s too late. Being slow and methodical to commit may ensure lasting fulfillment.

Out of Sight, Out of Mind

Mar 29, 2021

And you are forgotten.

How much you enjoyed the time with that person and how valuable the relationship was to you. It gave you friendship, happiness, and comfort, or possibly even financial value in business. And now they are gone. No contact. No connection. A void. All that value lost.

A short note, a quick hi, and the value could be restored.

The Speaker’s Flawless Hearing

Mar 28, 2021

We ask for something and have expectations of what will then occur. What we expect rarely happens. It may fall short missed or it may be exceeded. If we ask again, it is often laced with added frustration, and we enter the loop again.

What if we asked clearly at the outset, and when we received, to be surprised at either how well our request was delivered on, or how poorly we communicated all this time?

Fortune Favors the Bold

Mar 26, 2021

Playing it safe can be just that, secure. We will continue in a linear direction that will gain little attention or impact, both favorable and unfavorable.

Being bold requires risk, conviction, and courage. It may end in supposed failure or bring resounding success. Inevitably, it will always bring about advancement and progress. Bold decisions force alternate ways of thinking. They create inertia and can bring about radical change and important lessons. Are these all measures of failure?

What person or organization has not grown thanks to a bold approach or outlook? And who has ever greatly succeeded when playing it safe? Being brave does not entail being irrational or uncontrolled. It does not require a loss in thoughtfulness. Being bold will demand growth, and that is success in itself.

Staying Ahead of the Joneses

Mar 25, 2021

We will always compare. It is normal to look at your competitors to know what they are doing and how they perform, and then gauge your performance against them.

Competitive assessment is a valuable and necessary practice, but it is not the base from which to develop a strategy. It aids us to understand the successes and failures of others so that we can learn, but it should not be to copy.

Purpose-driven organizations will always have the upper hand and competitive advantage. They know where they are going, what actions to take, and how to execute. They are less distracted by the noise of others. If we are looking at the competition for guidance and direction, we will always need them to show us the way, and we will never be ahead.

Know who you are and why. Be clear of the path forward and pursue it. There is no need to keep up with the Joneses since who cares about their chosen way? It is not where you are going.

Our Trust In Hazy Measures

Mar 24, 2021

We constantly measure. Each moment we have an experience, we assess, evaluate, judge, and in turn, we compare and measure.

The basis for our measurement is typically not fact based but instead a personal system carefully cultivated from our own familiarities and biases. These pliable criteria reflect our beliefs, experiences, thoughts, and subjective perspectives of almost anything. We apply it to people and situations. Unknowingly, we are constantly measuring.

Yet, this system is flawed. It favors experiences with those we align with, or that support us directly. It justifies our own words, actions, and behaviors, and applies leniency to our shortcomings. It is unforgiving of people or situations unfamiliar, opposed, or in conflict with our system. There are questionable consistency and accountability in the application.

We will not eliminate this basis of measurement, but we can improve on it. A few questions to consider:

What is the basis for our judgment, and do we need to have one at all?
Do we apply this equally to people and situations we favor or disfavor, and ourselves?
What past prejudice do we bring to evaluate this current situation?

Will these reflections shed a brighter light on a situation and bring us to altered conclusions? While they may not change our viewpoints, they may increase our openness to diverse outlooks worthy of further consideration, alternate reactions, and lead to alternative outcomes, when we evaluate people and situations. Our lens will be hazy but our vision may improve.

Is The Grass Always Greener?

Mar 23, 2021

New anything always appears exciting, at first. Exploration, optimism, opportunity. We are inclined to wanting better, more exciting, more straightforward, interesting, or even just new. We work at it to establish a favorable early viewpoint for the new. Consider employees, partnerships, and initiatives, and even personal relationships or belongings.

Why does new have such appeal? Is it a simple way to overcome a problem or challenge? Less effort? Possibly it is a way to fulfill hopes, wishes, and wants. Yet with time, the new becomes ordinary, less exciting, dynamic, or favorable. Similar issues unfold. Why is that? Nothing worthwhile happens by chance. Taking the time to cultivate, nurture, and grow employees, partners, relationships, and initiatives is essential to sustain positive outcomes. It’s not easy to stay put, yet, when we do, it is typically worthwhile. Only with time do we develop trust, and create symbiotic dynamics, that the new cannot provide. It requires ongoing effort. Redirect the energy that you would put into new endeavors and invest in what you already have. Not only will you reap more significant returns, but the satisfaction gained from building on is self-fulfilling. Then again, if it feels like deja vu each time you start afresh and get to a familiar unfavorable junction, the grass may never be greener for you, and good reason. You may be adding too much manure.

Splendid Spring

Mar 22, 2021

Alive. Fresh. Vibrant. Active. New. Optimism.

It is officially Spring. Nature generates its positive energy as the season starts. Dormant life unfurls. New beginnings. Young opportunity. Cold dark winter is forgotten.

As an individual or organization, how will you blossom this Spring?

Oh, I Never Saw It Coming

Mar 21, 2021

A plan sets out the detailed steps and actions you will take to achieve the desired outcome. Be it eating healthy, developing a product, or starting a new personal or professional venture; our plans guide us. It typically begins with a clear vision of where we want to get to, and we outline the simplest and most effective path to take to attain the goal. That approach is a pragmatic one, and for a simple task, that is all we need to do. Yet, for more complex and detailed endeavors, this will rarely suffice. For all too often, the best of plans will come undone. When that occurs, we are in complete disarray.

Now, if we start our plan as we typically do and ask ourselves, ‘what may go wrong, we inevitably raise several potential parameters and challenges to consider to work towards our outcome. During this assessment, our plan will likely alter, and we may even modify the end goal. This pragmatic mindset could help uncover hidden gems, or at very least avert potential landmines. It is thinking about negative eventualities that creates a more robust plan and ensures that we are well prepared when we encounter a challenge.

With some thought, and planning, could your challenges be met with, “that’s no problem, I have it covered.”

Life’s Chapters

Mar 20, 2021

“Oh my, if I knew what I know today 15 years ago.” Sound familiar? It applies to so many aspects: personal and professional, relationships, and more. Knowing that, where you stand today, you cannot fathom what you may say 15 years from now about today.

The reality is you can’t see the potential, the opportunity, what the future may unfold for you. Your possibilities are endless. It requires you to believe in yourself, understand that you are on a life journey, embraces your values, your passions, and look to fight for what you believe in. The same applies to organizations.

It is rarely a direct path. Learn to anticipate bumps. Be steadfast. Be patient. Be kind to yourself. Turn the page and love the next chapter rather than dwelling on the last since there may be more beyond that too.

Why Can’t We Live Together

Mar 19, 2021

In 1984, Helen Folasade Adu, professionally known as Sade, appropriately asked the question, “Why Can’t We Live Together.” And while the question remains ever more relevant today as it did then, we struggle to foresee the one-sidedness of our biased perspectives, and ensuing behaviors, making it easier for us to take prejudiced actions against innocent individuals.

In the ongoing struggle to contain the global pandemic, we have to also deal with individuals who wrongly accuse, judge, sentence, and even execute innocent victims because of their loose ethnic association. Consider the amount of energy used to get a person to a state of such hate. The time consumed to think over the matter and plan to carry out the atrocities in Atlanta this week needlessly killing innocent individuals and forever scarring their families and friends. And why? Because we always need to blame someone for how we feel. Or possibly, we cannot just be positive and happy, we need to find a reason for discontent, and we look to attribute our malaise to others, even to people we do not know.

Imagine taking all the negative energy expended to arrive at a heightened state of hate and channeling it towards love, kindness, and good. Daily we are all confronted with emotional choices. When you are, what choices do you make? The final choice is yours, and how will you choose to use your energy? Your decision may likely affect more than just yourself.

As Sade sang,
“No matter, no matter what color
You are still my brother.
Everybody wants to live together
why can’t we be together.”

Respite from your day. Enjoy Sade

Tell Me Who Your Friends Are

Mar 18, 2021

“Tell me who your friends are and I will tell you who you are.” Mom was right. There is a theory that we are the product of the five people we spend the most time with. Take a moment and think about it. We choose to be with these people. Why? We relate and identify. We feel comfortable, we believe we thrive with them. In many ways, we are so alike.

In business, it is no different. The quality of an organization is dependent on the people it hires to lead, and then in turn create teams. A culture develops and takes on a persona. Similarly, an organization is only as effective as its supply chain and partnerships. Careful selection, vetting, and subsequently nurturing and developing is an integral requirement for any organization seeking to prosper. It applies to for-profit and not-profits.

Being thoughtful and methodical in choosing our friends is necessary if we want to grow and remain true to ourselves.

A Memorable Burger

Mar 17, 2021

With almost 50 billion hamburgers consumed in the US each year, an average of three per person a week, the hamburger is a mainstay of our diets and culture. There is nothing more American than the barbeque with the staple fare of the hamburger. The simplicity of it: a flattened patty, a bun, ketchup, and possibly some other condiments and garnish. That is it. Yet, how many times have you consumed, yes not enjoyed, a mediocre or bad burger?

How about we take the time and do it well? Thoughtful planning, source quality ingredients, care in preparation and assembly. We can go from average to gourmet status with ease. The reward is lasting beyond that last bite. The satisfaction comes in the creation, cooking, and pride in a superior product, as well as the joy in seeing the appreciation of others and they marvel over the intentionally crafted delight. Doing anything to the best of our capabilities and resources is inevitably better received, appreciated, and remembered. Being thoughtful, passionate, and caring in the design, development, manufacture, and presentation of any product should be mandated. If we are going to do it, let’s do it well. It will make others happier, including ourselves.

Boiling frog

Mar 16, 2021

The fable of the boiling frog suggests that if you throw a live frog into boiling water it will jump out immediately, whereas if you put a frog into cool water and slowly increase the temperature to a boil, it will stay in the pot and boil. Fortunately, this is a fable and experiments suggest this is not true. The metaphor is used to describe the inability or unwillingness of people to react to threats that gradually rise compared to a sudden threat or challenge.

People and organizations inherently adopt the boiling frog principle. Our general desire for comfort and status quo inevitably is a downfall in many facets- relationships, products, employee performance, business ventures, etc. We don’t take note of warning signs that gradually build-up, and would rather tell ourselves it will change, with no impetus for such change. Yet, we react to a sudden and abrupt change. A more pragmatic approach that includes a system of identifying a gradual issue or threat and acting to alter the course with a decisive mindset to end the endeavor quickly will avert the potential horror. Do you have a boiling frog on the stove and are you merely watching the temperature rise?

Celebrate Day One

Mar 15, 2021

To start anything new is hard. It takes effort to begin to exercise, learn something new or break a bad habit. It requires coordination, planning and collaboration to get a team to take on a new initiative, address a problem, or make changes from preexisting practices.

And that is just it. Once you begin, you create momentum. The obstacles are less frightening and the path forward is clearer . The next day you have something to build upon, and soon enough you are looking back and questioning what was the hesitation in the first place.

Rather than being overwhelmed with the fear of what may be ahead of you, embrace the idea of achieving a milestone by beginning the process. Celebrate Day One, and not just the end, since this was the true achievement, and you did it.

Common Language

Mar 14, 2021

The power of the spoken word is not in what is said but rather in what is understood.

Many of the words, expressions, and acronyms we use daily lack context for those who hear it, and yet as the speaker we believe we are clear, direct, and almost impressive when using them. It is not only with specific words that this occurs, but in discussions too. It occurs in all facets of our lives. We will say something to our children and when they do not understand, we say it louder thinking they will comprehend because of the increased tone. At work, we get agitated with or think less of an individual we are communicating with when they do not understand our well thought out speech, or worse off, our intent.

What would your days look like if you took the time to help others understand you better? If you left out meaningless words and acronyms that not everyone understands, and take the time to use a common language to be understood and not just heard?

Dog Happy

Mar 13, 2021

Dogs are always happy. At least those who are taken care of. And those who are not, typically exhibit hope. You leave your home for hours and upon your return, you get the best hello ever. They jump up on you, wagging their tail, licking you, and let out an excited bark. You say ‘Let’s go for a walk’ and before the sentence is complete they are waiting at the door, ready to go. You give them their food and they are only too excited to gulp it down, even though they have been eating the same food for the longest time.

Why are they so happy? Possibly because they are in the present. Right here, right now. They appreciate the time you share with them and the attention you are able to give them. There is no sense of what may have been, or comparisons to what they have done in the past, or even what is missing. Dogs take in the moment without judgment of situations or people.

Maybe we can take a lesson from our best friends and spend the day being Dog Happy.

Truth and Reconciliation

Mar 12, 2021

In 1995, the post-apartheid South Africa created a platform to unravel the decades of human violations and provide healing for all the people of South Africa. As part of the new constitution, the Truth and Reconciliation Commission (TRC) was formed, a body intended to hear the atrocities of human rights. The design of the TRC was put in place to provide finality and restoration for those who had been persecuted and hurt. Unlike the Nürnberg trials, the TRC was never intended to exact revenge nor punish.

Daily the best of intended plans will go awry, let alone those that are not well thought out. It happens to the best of us. Yet too often when it occurs, we look to attribute blame and when we are at the center of any shortcoming, we deflect and avoid responsibility. And to what end? A tense environment with closed communication, further mistrust, discontent, and a lack of accountability.

Consider the principles of TRC at work, or even at home: open discussion and sharing to understand the problem without the intent of assigning blame. Grasp an opportunity to learn, grow, improve, and unify as a team. Avoid the blame-game, and rather repair and foster a happier dynamic.

Addition Through Subtraction

Mar 11, 2021

We enjoy a richness of choices, bountiful and readily. We are bombarded by the minute, and in the everlasting quest to gain an advantage to make our lives better, simpler, and more efficient, for just about everything and anything. You had no idea you needed the new device, service, app, feature, etc.

In the workplace the number of tools available to ‘improve’ the efficiency and effectiveness of doing business is ever increasing. The proliferation of systems, tools and apps ensures organizations now have more to support and manage. We do the same with processes and operating procedures. When it comes to developing products and solutions, organizations look to add on, because they believe their customers want and need more, and that more is better. But do they? And is it? While adding more features and functions may initially be well received, by some, how much is used by the majority of users, and to what lasting benefit?

As we add more of whatever, it is yet another element for us to understand, learn, operate and manage. How many apps on your phone have you mastered? One certainty of any addition, is that we further deplete our one single scarce resource – time.

As you ponder adding an additional app, process, feature, or variable into your already saturated environment, product features, workplace, or home, consider asking yourself if this will enhance the experience for you or the people you serve. What if you chose to eliminate something instead? How will you benefit? Inevitably, subtraction may add value from many more dimensions, other than time?

North Star Values

Mar 10, 2021

The North Star, or Polaris, is the brightest in the constellation Ursa Minor. For those in the northern hemisphere, it is the guiding star on any clear night. In the southern hemisphere, the Southern Cross helps determine due south. For centuries, these stars have provided the compass point for navigators, explorers, and anyone seeking direction. They remain consistent night after night and hold a special place for any stargazer.

People with a robust value system are steadfast and adept to address challenges. They are stable and consistent in their behaviors and actions. They are typically anchored and reliable, and comfortable with their responsibility and accountability to both themselves and others. Their direction is unwavering. In contrast, individuals with a weak sense of values struggle to address daily issues or disruptions. They create an inconsistent and unstable environment for them and others and are easily steered off their moral course. A strong set of values becomes the guiding light for individuals in their personal and professional lives. They shape character, guide behaviors, and are pronounced in an individual’s daily efforts.

Is your North Star clearly defined, recognizable beyond your talk and evident in your actions?

You’re A Leader Now

Mar 9, 2021

As a society, we seek out individuals who excel in a discipline, and we then promote them to lead. This is ever more prevalent in the workplace. We take an individual who is fantastic in sales, or a brilliant researcher, or an astute thinker, and in recognition of their efforts, their role changes and they no longer operate in the area they excelled in.

Yet, the potential for failure in the new role is fairly high. The notion of promotion is a noble one. However, how did that person become a leader overnight as a result of a change in title. Consider how the person initially attained their stature in their functional role. Education, training, guidance, and progressive development.

Are you developing your leaders in a similar manner with equal deliberation and tolerance for growth into the new role?

Every Day Should be Women’s Day

Mar 8, 2021

Today, March 8^th, is International Women’s Day, with a specific focus on eliminating gender bias in the workplace and our communities. Bringing attention to the disparities that exist in our society is critical for change to occur. Recognizing the inequalities in diversity practices, gender and race, are steps we as individuals and organizations need to take. Discussion is an important step. Identifying and recognizing inherent biases helps. Yet, it is only when we begin to take actions to validate the thoughts and talk, do we begin to make real change.

It is not only about numbers and quotas as those are in place to provide comfort to those who foster the bias and mask the more prevalent issues that exist. Simple steps can be taken immediately to create an environment that is safe and secure for women in the workplace and our communities. We can allow people to lead without them being leaders, and if we want to create meaningful change for those who are disadvantaged, possibly we can listen and allow them to guide the course for meaningful change.

Rather than mere discussion, and a one-off for today, what immediate actions are you taking to recognize past bias and manifest long-term impact, where every day is Women’s Day, or rather Everyone’s Day.

Tall Poppy

Mar 7, 2021

How do we set ourselves up to be unique and recognizable In a world of almost 8 billion people? The odds are stacked against us. Yet individuals are constantly looking to create an advantage. We look at the latest trends, what’s hot and in demand, specific characteristics, presentation styles, sought after skills and knowledge, self-promotion, and other functional capabilities to take on, to give you the ‘leg-up’. It is exhausting, complicated, and unnecessary.

Individuals already have the most important element in place. That is themselves. The uniqueness of individuals is inherent and self-discovery of your own strengths, likes, interests and passions, should be realized to set oneself up on a path for long-term success. Will there be hiccups along the journey of self-discovery? Absolutely.

Similarly, organizations spend far too much time identifying individual weakness and providing training and intervention, rather than spending more time on improving an individual’s strengths. In sport, coaches do not work with their star players on the positions that they are weak in or the areas they are less competent in. Instead coaches build on the player’s top qualities, and look to complement their weakness with other players.

Instead of trying to be someone else – that best version of that person is already taken – focus on your star qualities and bring your game to the forefront, and be the tall poppy you are.

Pick up the Trash

Mar 6, 2021

If you threw the trash on the ground, simply pick it up. But you did not throw it on the ground, and you don’t know who did. What should you do? Pick it up! Why, you may ask? You may argue that it is not your trash. It is not your home or street. Valid point. However, we should not litter, litter is unsightly and unwarranted, and inevitably someone else will need to pick it up. Worse off, it may end up in our water run-off system, wash out to sea, add to the demise of our oceanic ecosystem and further the extinction of precious life.

Each day we are faced with our trash moments. Do we pick it up, or don’t we? Of course, we do, knowing that we are saving our planet and our future generations’ prosperity. The reason we pick up the trash is that it is more important to do the right thing than it is to be right.

Do the right thing, it may be hard, but it will be right.

Savor Quality

Mar 5, 2021

The notion of quality is mostly subjective and personal. Whatever the standard an individual creates, quality gives us a moment to appreciate and enjoy. Be it a meal, relationships, a hike, or even objects or material possessions, the ‘thing’ that we perceive to be of better quality will be prized more. Quality typically stands out, has longevity, and ignites passion. You are rarely required to justify the quality. It is.

Seek quality in our lives, our activities, our work, our relationships, and possessions, and we enrich ourselves. We can surround ourselves with ordinariness and numerous, or we can take our time – yes, that is a quality experience too – selectively choose what is most central to us and nurture it and bring ourselves a little joy every day. With that appreciation, what do you prefer to savor today?

Stay in your lane and speed ahead

Mar 4, 2021

Each person has their strengths. No one is brilliant at everything. No one! Yet, we find individuals and organizations persisting with an approach of wanting to do it all. Ever asked yourself why? We take on tasks that are not our forte nor delight us. We do it because we think we are saving time, an expense, or if I want it done, I need to do it myself’.

If you can find your lane and stick to it and allow others to find their lanes or fill the other lanes, you individually will, without doubt, be able to speed ahead, but so will others as well. What will that group of people look like? Instead of doing various tasks at a sub-optimal state, you will soon find yourself operating at maximum efficiency. Not only will you personally improve in your performance, but you will likely be doing more of the things you enjoy most, which will lead to you being happier and better at it too. And yes, there is an associated opportunity cost with getting out of your lane.

Strength in pause

Mar 3, 2021

We are so intent on being responsive and reactive, with quick often being the primary goal. Is that always the best option? How often do you say or do something to only wish you had thought about it for a moment? When you have put your proverbial foot in the mouth’ or made that unnecessary impulsive buy, has it been the result of your deliberation and thoughtfulness? Did you take a moment to pause and reflect before taking any action? If you had, how often would the outcome have been a different one, and likely one of greater positivity?

It happens to us every day. So why not take a breath. Instead of giving an immediate response or acting, respond with ‘let me give it some thought.’ When can you use it? At home and work, with clients, colleagues, your partner or kids, or even the stranger on the street. Use it for day-to-day actions and for big decisions too. Think of the benefits. You will not only sound thoughtful and deliberate, have less regret, disappointment, and potential humiliation because of an impulsive decision or action. So take a pause. You may save more than just face; it will likely make for better financial outcomes.

The tree hit the house

Mar 2, 2021

Cold winter night, swirling winds, full moon. A sharp thunderous crack. Silence. A massive crashing thud. The large pine crashed onto the house. Quiet. Everyone safe. A close call.

Yes, there is damage to the outer structure. A weeping cherry decimated. No stunning spring blossoms. Massive clean-up to come. Other trees to be removed. Repairs, how bad, not sure? Insurance in place. Inconvenience. The past longing. The future, trepidation. The present, everyone is safe.

You lost the customer. The factory burned down. Key employees left. A major cyber attack. A pandemic has hit. Disruption, inconvenience, a set-back, alternate actions, time wasted, uncertainty.

The organization is still intact. You have other customers. Your core team is energized. Opportunity. Alternate plans. A rethink. Not the status quo. Possibilities.

The tree did hit the house. Do we re-scape? Should we add the addition? What are the options? Do we move? Winds continue to swirl.

You have a setback. There is uncertainty. What is your new plan? Where are your opportunities? With certainty, you are not going back to the day before the night with the full moon and the large pine tree. Think possibilities. Think forward.

Seeing with clarity

Mar 1, 2021

We believe we see clearly, enabling us to comprehend a situation or task at hand fully. Through simple synthesis, we think that we understand the best possible solution or steps to be taken going forward.

But what do we see? We see with that lens we always have seen through. We view the situation or problem with the typical bias we have for all conditions. Regardless of who we are, our experiences shape us, and our view into the future is a projection of our past opinions and experiences and not a clear picture of the future.

Have we taken the time to step back and ask ourselves – what we do not see? What have we missed? What elements could affect our view? Have we thought them all through well enough? We go with the easy route, our past view, because that is what we always do, and it’s comfortable. Comfortable and easy may be the trusted approach to simple situations; however, if we are looking to improve, innovate, or grow, that will not do.

For a moment, choose any issue that challenges you today. Don’t overthink this; pick one. Now, ask yourself if you fully understand the problem or situation. What has led you to this conclusion? What elements have you possibly not thought of? Is there another perspective that differs from your own that may be worthy of consideration? Why do you discount that perspective so fast, and what elements of this alternate view should you consider further? Now, look at it through that lens. What has changed?

When we begin to see the challenge from a perspective other than our own and fully address it from all possible vantage points, that may well be the point when we begin to see with clarity.

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Intriguing thoughts and musings to provoke you to think and inspire the unthinkable.

Intriguing thoughts and musings to provoke
you to think and inspire the unthinkable.