Last month, I had the opportunity to attend the Wall Street Journal’s “Future of Everything” conference in New York City. It was an enlightening event that featured guest speakers discussing the future of “everything” from banking to healthcare to entertainment to nutrition. I learned a lot from every presentation, but I walked away reflecting on the impact of AI on how leaders influence others.
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.
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