Good intentions won’t keep your best people from leaving — but better leadership will.
I recently coached an executive named Dan, a smart, compassionate leader who was frustrated. Despite his long hours and genuine care for his team, he felt like he was losing control — and losing good people.
Everyone wants to feel connected to their company culture.
I did too.
Lately, I’ve been thinking about what it’s like to successfully lead a change initiative.
Lately, I’ve been thinking about the connection between boring routines and goal achievement.
A young aspiring author recently asked for advice on writing his first book. “I have a great idea for a novel,” he told me, “but I can’t seem to finish the first chapter. I just get stuck. What’s wrong with me?”
According to Gallup, we’re losing $500 billion annually to workplace stress. For every $10,000 of salary, companies are losing $3,400 due to burnout. This isn’t just a problem. It’s a massive economic black hole…
I once had a boss who would tell old stories so often that team members would eventually roll their eyes. His stories were relevant to him but more than a little stale to everyone else…
That memory has me thinking about how the stories we tell reflect our credibility.
Keeping employees in the dark doesn’t protect your company—it undermines it.
A fascinating study from MIT found that companies with high information transparency saw a 38% increase in employee engagement compared to those with restrictive policies. Yet in countless boardrooms, the mantra “Just tell them what they need to know” lives on like a corporate zombie—mindless, but surprisingly hard to kill.
“If you have to force change, you’ve already failed.”
This became painfully clear when I learned why the majority of organizational transformations collapse…
I recently came across a LinkedIn post that began with the sentence: ‘Middle managers have gotten soft.’ The author argued that middle managers, as a group, are no longer driving team performance to a sufficient level and are therefore to blame for many companies’ struggles. Upon reflection, I don’t think the author was looking at the problem deeply enough.
I recently decided to train for a half marathon happening this fall. My mind told me it would be easy since I’ve run before. I was wrong.
My first training run told me that, in reality, training for a half marathon would be the opposite of easy. I think my huffing and puffing could be heard several counties away. Why had my mind tricked me?
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