A few days ago, I was listening to Jocko Willink speak about the quiet discipline behind Brazilian jiu-jitsu. I’m not a jiu-jitsu person, but one idea landed for me. It’s a truth I already knew but had never heard spoken so simply:
Always improve your position.
In jiu-jitsu, nothing happens all at once. A submission arrives like lightning, but only to the untrained eye. What looks like a sudden victory is really the final expression of dozens of subtle movements that came before it. A hip shifts. A grip tightens. An elbow gains an inch of space. Most of these moves go unnoticed. Each small adjustment creates a little more room, a little more leverage, a little more advantage.
I’ve always believed real progress works this way. It’s rarely dramatic. It’s quiet and patient. The accumulated effect of showing up, learning something new, adding a bit more care, and preparing a little more than required.
Breakthroughs rarely come from a single moment of inspiration. They come from the quiet work no one sees. The thoughtful practice that sharpens your skills, the trust built over months of ordinary conversations, the time spent learning before making a decision. When opportunity arrives, it looks sudden to others. To you, it feels like the next logical step.
This truth showed up clearly for me after a derecho tore through our property on Father’s Day weekend a few years ago. Ninety-mile-per-hour winds knocked down at least thirty trees across multiple acres. When I walked our land the next morning, everything felt broken and overwhelming. The cleanup looked like a project that would take months. I didn’t have months to devote to it.
But I did have mornings. So, I decided to work for an hour and a half every day before work. I cleared a small section each morning. It was incredibly slow. I dragged branches, cut trunks, chipped debris, split firewood, and made countless trips to our local dump. Small steps, small progress, one morning at a time.
Over the course of a year (maybe more), I worked my way across our entire property. Along the way, I cut in new hiking trails and removed a number of unhealthy trees. What started as a mess became a healthier stand of trees and a network of paths that look like they’ve been here forever.
Out of destruction came a daily habit that changed my life. I still work outside every morning. Clearing brush, trimming trees, expanding trails, building chicken coops, restoring a rustic barn. All in small ninety-minute bites. It’s like a time-lapse video created through countless quiet mornings of small improvements.
The pattern I saw on my land is exactly what Jocko described on the mat. I didn’t need a grand plan or a burst of superhuman effort. I needed to improve my position every day, just by a little.
Improve your position today, even by an inch, and tomorrow becomes easier. Improve it again tomorrow, and the day after that reveals options that didn’t exist before. You don’t need surges of motivation or dramatic reinvention. You only need the willingness to keep moving, always improving.
Careers grow this way. Trust grows this way. Faith deepens this way. Families strengthen this way.
Progress won’t always be linear. Some days distractions will pull us off course, or setbacks will undo work we thought was finished. All of this is part of the journey. Even then, the way forward still comes through small steps. Imperfect, uneven, but the work of always improving our position remains the same.
We improve our position slowly, almost without noticing. That’s enough. Tomorrow, we’ll improve again. Then one day, we’ll find ourselves able to take a step that would have felt impossible a year ago.
Focus on the next inch. The miles will take care of themselves.
Photo by Walter Martin on Unsplash – a great rendition of my early morning work environment for at least a year.
Some leaders wear the line outside their door like a badge of honor. People waiting with questions, approvals, decisions.
It feels like proof of trust. Proof of competence. Proof of necessity. If the team can’t move forward without your judgment, surely that means you are at the center of the work.
In many ways, you are.
But there’s a second truth hidden inside that scene. When every decision depends on you, you become the one point your organization can’t outrun.
The line reveals the fragility that forms when decisions stay in one place instead of growing across the organization.
At a certain level of responsibility, leadership effectiveness isn’t measured by the number of good decisions you make. It’s measured by whether the organization can make good decisions without you having to approve each one.
Leadership at this level is staying at the wheel while helping others learn to steer.
High-pressure operators know instinctively that a bad decision leaves a mark. A slow decision leaves a gap. Most organizations struggle more with waiting than with trying. That line at your door, day after day, is the quiet proof. The whole operation can only move as fast as the person at the center of its decisions.
There’s a time in every leader’s career when the instinct to take control is the right one. When the team is inexperienced, when stakes are high, when the risk is real and present, you become the center of gravity because someone has to be.
But later, if the business grows and the structure doesn’t change, this habit of control becomes limiting. What protected the organization early can start to quietly cap its potential, because your bandwidth is finite.
There’s a moment when the senior leader’s job shifts from “Do we have the right answer today?”to “Will we have the right judgment tomorrow?”
That shift feels slow. It feels inefficient. It feels like a luxury.
It isn’t.
It’s a protective move.
Teaching someone how to make a decision can feel like taking the long way around the problem. You could make the call in 30 seconds. Walking someone through the context and reasoning might take half an hour.
It’s natural to skip teaching and just decide. It feels faster. And today, it is.
But tomorrow it isn’t. Because they come back with the next decision. And the next. And the line gets longer.
Here’s a simple practice that changes the arc of your relationship without exposing the business to risk. When someone comes to you with a decision, don’t give the answer first. Ask them, “What would you do?”
You’re not surrendering the decision. You’re building their capacity to make it. You’re seeing how they think. You’re catching errors before they matter. You’re adding the perspective that builds judgment.
It is controlled delegation, not abandonment. Nothing is handed off recklessly.
When someone brings an answer that is close to right, you supply the context they don’t have, and then you say something specific and concrete:
“Next time this situation comes up, you can make that decision.”
Not in general. Not theoretically. For this exact decision, with a shared understanding of why it works.
Over time, the pattern shifts. Fewer decisions reach you. The ones that do are larger, higher consequence, more strategic. The team develops in the shadow of your reasoning, not separate from it. And the bench of judgment widens beneath you.
This is what protects the business from single-threaded leadership. Not a gesture toward empowerment, but a strategy of risk reduction.
Leaders don’t become less important by creating decision-makers. They become less fragile.
The organization becomes capable of sound judgment when you’re not there. The most durable form of control a leader creates.
If the business only works at full strength when you are present, you haven’t reduced the risk. You’ve concentrated it.
At the top levels of leadership, the question is rarely, “Can you decide?”Of course you can.
The real question is, “Can others decide well when you aren’t in the room?”
That’s the difference between being the operator and building the operation.
It begins quietly. A question reflected back. A recommendation explored. A context added. A decision shared. A leader shaped, one situation at a time.
The line at your door gets shorter and your organization gains strength. Not because you step away from accountability, but because you’ve built accountability into the people who stand in that line.
Leadership Homework
One question to sit with, without rationalizing it away:
If you disappeared for 30 days, what decisions would the organization be unable to make without you?
Not decisions they might make differently, different is acceptable. Decisions they could not make.
That answer will show you where the real bottleneck lives.
And where the next generation of leadership needs your attention.
“There is no Frigate like a Book / To take us Lands away.”
Emily Dickinson wrote these words in her quiet room, understanding something I didn’t grasp for decades. The greatest journeys begin within.
I know her poem only because of my 11th grade AP English teacher, Mr. Cox. As a rambunctious and cocky 11th grader, would I have taken any of my “super valuable” time to read poems, sonnets, short stories, even books? No way.
But because of his work (and the work of countless other teachers along the way), I did read. A lot. I learned tons of material and information that didn’t matter to me at the time…but matter a lot today.
My focus back then was simple. Be the best student, get the highest test scores, pass as many AP tests as possible, and earn varsity letters in multiple sports. Mostly, I wanted to beat everyone else, pure and simple. It helped that I was blessed with an almost photographic memory and could recall facts and formulas with ease (sadly, not so much nowadays).
I carried that mindset into college. I loved being the student who defined the grading curve for the class. I was annoyed if I didn’t get every single point on an assignment, midterm, or final. I had an almost uncontrollable drive to outshine everyone…as if that was all that mattered.
I was completely wrong.
On the bright side, that drive and motivation made me a successful student and propelled me into my early career.
On the other hand, seeing everyone as my competition, and less as people, meant I probably missed out on a lot of fun. And lots of friendships that never happened. I was so focused on the destination that I forgot to notice who was traveling with me.
That realization connects me back to Dickinson’s frigate in ways I never expected. She saw the book as a vessel capable of carrying anyone, anywhere, without cost or permission. But what I’ve learned over nearly fifty years since high school is that I was asking the wrong question. It was never “How far can I go?” It was “Who am I becoming, and who’s helping me understand?”
My journey from that hyper-competitive teenager to what I hope is a much more caring, thoughtful, empathetic, nuanced, and life-giving person has been propelled by those same teachers I mentioned earlier, and a longer line of guides who keep showing up at the right time in my life.
I didn’t realize it then, but those books, poems, and teachers were all part of my fleet of frigates. Each one quietly helped me close the distance between knowledge and understanding, between my ambition and wisdom.
My mentors, family, and friends have all been vessels that carried me through changing seas. Some taught me to sail straight into the wind. Others reminded me that drifting for a while can be part of my journey as well. Each lesson mattered, even the ones that didn’t make sense at the time…especially those.
Over time, life has a way of sanding down our sharper edges, revealing something deeper underneath. My focus slowly shifted from being the best at something to becoming the best version of myself.
Now, when I think about Emily Dickinson’s frigate, I picture something far greater than a book. I picture a lifetime of learning, carried by the people who invested their time, wisdom, and patience in me. Mr. Cox, and others who gave freely of their time and wisdom, helped me see that the destination isn’t solely becoming the top of the class. It’s finding a profound depth of understanding, the expansion of empathy, and the ability to see beauty and meaning in small, unexpected places.
If I could go back and talk to that 16-year-old version of myself, I’d tell him the real tests aren’t scored on paper. They’re graded every day in how we treat people, how we listen, and how we show grace.
I’d tell him that the frigate he thinks he’s steering alone has always been guided by grace. The true measure of his voyage will be how much space he makes for others to come aboard.
We’re all learning to sail, carried by the steady hand of God.
Writing a song is like fishing, Kenny Chesney once said. Some days you catch something beautiful. The melody, the moment, the truth. Other days, you sit there all day with nothing but frustration and a stubborn belief that it’s still worth being out there.
That kind of wisdom transcends genres. Ernest Hemingway spent his life circling the same idea. That real art happens when we show up. Whether facing a blank page, a marlin that wouldn’t bite, or a battle that couldn’t be won, he believed the only way to live fully was to move, to act, to engage.
His work embodied a simple truth. The shortest answer is doing the thing. For him, wisdom wasn’t found in thinking about life, but in living it. No clever phrasing. No shortcuts. Just the act itself. Simple, honest, alive.
We spend so much of life thinking about what we might do, planning what we should do, waiting until we feel ready to begin. But readiness rarely arrives on its own. The line stays slack until you cast it. The song stays silent until you play it. The story remains untold until you write it.
Sometimes we catch something incredible. Other times, nothing.
Either way, we were there. Present. Awake. Participating in the work and wonder of life.
Maybe that’s the whole point.
A life well-lived must first be lived.
Photo by Shojol Islam on Unsplash – I wonder if he’ll catch something on this cast. Maybe. Maybe not. But, he’s in the game, giving it his best shot and that’s what matters.
The days feel long, but our years disappear. I’ve been thinking about how easily “someday” turns into “back then.” We spend so much of life working toward what’s next that we sometimes forget we’re already living the moments we’ll one day remember with gratitude.
This truth reaches us at every age. Whether we shape our future with intention or let it unfold on its own, it arrives and quietly invites us to participate. This reflection is about the sweetness of now and noticing that these moments become the story we’re creating together.
Each day arrives on its own, small and full of potential. It doesn’t ask for much. Only our attention, our care, and our willingness to be here. The hours move like honey, slow and golden, rich with sweetness if we take time to notice. Yet the years rush by quietly. One morning we look up and realize the future we worked toward has become the past we cherish.
What we dreamed about for so long is happening now. This day, with its imperfections, interruptions, and small joys, is the life we once hoped to reach. It’s the tomorrow we imagined, already unfolding beneath our feet.
Time helps us see backward with gratitude and forward with wonder. We remember the faces and laughter that have softened into memory. We hold them gently, realizing how meaning hides in ordinary moments.
Each day is a life of its own. Complete, sacred, and fleeting. When we let its minutes open slowly, like sunlight through leaves, we find gratitude sweetening everything it touches. Our wonder grows in quiet places.
“Then” is always born of “now.” When we live this moment with attention, kindness, and a sense of awe, it never really fades. It simply changes shape, becoming the stories we tell, the lessons we pass along, and the love that lingers long after the moment has gone.
Eighty-eight percent of AI pilots fail to reach production, according to IDC research. Most fail because organizations chase the tool instead of defining the outcome. They ask, “How do we use AI?” rather than “What problem are we solving?”
A little perspective
I’m old enough to remember when VisiCalc and SuperCalc came out. That was before Lotus 1-2-3, and way before Microsoft Excel. VisiCalc and SuperCalc were just ahead of my time, but I was a big user of Lotus 1-2-3 version 1. Back then, everyone focused on how to harness the power of spreadsheets to change the way they did business.
Teams built massive (for that time) databases inside spreadsheets to manage product lines, inventory, billing, and even entire accounting systems. If you didn’t know how to use a spreadsheet, you were last year’s news.
The same shift happened with word processing. Microsoft Word replaced WordPerfect and its maze of Ctrl and Alt key combinations. Then the World Wide Web arrived in the early 1990s and opened a new set of doors.
I could go on with databases, client-server, cloud computing, etc. Each technology wave creates new winners but also leaves some behind.
The lesson is simple each time. New tools expand possibilities. Strategy gives those tools a purpose.
The point today
AI is a modern toolkit that can read, reason (think?), write, summarize, classify, predict, and create. It shines when you give it a clear job. Your strategy defines that job. If your aim is faster cycle times, higher service quality, or new revenue, AI can be the lever that helps you reach those outcomes faster.
Three traps to avoid
Tool chasing. This looks like collecting models and platforms without a target outcome. Teams spin up ChatGPT accounts, experiment with image generators, and build proof-of-concepts that fail to connect to real business value. The result is pilot fatigue. Endless demonstrations with no measurable impact.
Shadow projects. Well-meaning teams launch skunkworks AI experiments without governance or oversight. They use unapproved tools, expose sensitive data, or build solutions that struggle to integrate with existing systems. What starts as innovation becomes a compliance nightmare that stalls broader adoption.
Fear-driven paralysis. Some organizations wait for perfect clarity about AI’s impact, regulations, or competitive implications before acting. This creates missed opportunities and learning delays while competitors gain experience and market advantage.
An AI enablement playbook
Name your outcomes. Pick three measurable goals tied to customers, cost, or growth. Examples: reduce loan processing time by 30 percent, cut customer service response time from 4 hours to 30 minutes, or increase content production by 50 percent without adding headcount.
Map the work. List the steps where people read, write, search, decide, or hand off. These are all in AI’s wheelhouse to help. Look for tasks involving document review, email responses, data analysis, report generation, or quality checks.
Run small experiments. Two to four weeks. One team. One KPI. Ship something tangible and useful. Test AI-powered invoice processing with the accounting team, or AI-assisted internal help desk with support staff.
Measure and compare. Track speed, quality, cost, and satisfaction before and after. Keep what moves the needle. If AI cuts proposal writing time by 60 percent but reduces win rates by 20 percent, you need to adjust the approach.
Harden and scale. Add access controls, audit trails, curated prompt libraries, and playbooks. Move from a cool demo to a dependable tool that works consistently across teams and use cases.
Address the human element. Most resistance comes from fear of displacement, rather than technology aversion. Show people how AI handles routine tasks so they can focus on relationship building, creative problem-solving, and strategic work. Provide concrete examples of career advancement opportunities that AI creates.
Upskill your team. Short trainings with real tasks. Provide templates and examples in their daily tools. Make AI fluency a job requirement for new hires and a development goal for existing staff.
Close the loop with customers. Ask what improved. Watch behavior and survey scores, with extra weight on what people actually do, versus what they say.
Governance that speeds you up. Good guardrails create confidence and help you scale.
Access and roles. Limit sensitive data exposure and log usage by role. Marketing might get broad access to content generation tools while finance operates under stricter controls. The concept of least privilege applies.
Data handling. Define red, yellow, and green data. Keep red data (customer SSNs, proprietary algorithms, confidential contracts) away from general public-facing tools. Yellow data needs approval and monitoring. Green data can flow freely.
Prompt and output standards. Save proven prompts in shared libraries. Require human review for customer-facing outputs, financial projections, or legal documents. Create templates that teams can adapt rather than starting from scratch.
Audit and monitoring. Capture prompts, outputs, and sources for key use cases. Build processes to detect bias, errors, or inappropriate content before it reaches customers.
Vendor review. Check security, uptime, and exit paths before heavy adoption. Understand data residency, model training practices, and integration capabilities. Consider making Bring-Your-Own-Key (BYOK) encryption the minimum standard for allowing your organization’s data to pass through or be stored on any AI vendor’s environment.
Questions for leaders
Which customer moments would benefit most from faster response or clearer guidance? Think about your highest-value interactions and biggest pain points.
Which workflows have the most repetitive reading or writing? These offer the quickest wins and clearest ROI calculations.
Which decisions would improve with better summaries or predictions? AI excels at processing large amounts of information and identifying patterns humans might miss.
Do we have the data infrastructure to support AI initiatives? Clean, accessible data is essential for most AI applications to work effectively. Solid data governance and curation are critical.
What risks must we manage as usage grows, and who owns that plan? Assign clear accountability for AI governance before problems emerge.
What will we stop doing once AI handles the routine? Define how you’ll reallocate human effort toward higher-value activities.
Who will champion AI adoption when the inevitable setbacks occur? Identify executives who understand both the potential and the challenges.
What to measure
Cycle time. Minutes or days saved per transaction.
Unit cost. Cost per ticket, per claim, per application.
AI is the enabler
Strategy sets direction. AI supplies leverage. Give your people clear goals, safe guardrails, and permission to experiment and fail along the way.
Then let the tools do what tools do best. They multiply effort. They shorten the distance between intent and execution. They help you serve today’s customers better and reach customers you couldn’t reach in the past.
The question isn’t whether AI will transform your industry.
The question is whether you’ll lead that transformation or react to it.
Which will you choose?
Photo by Jen Theodore on Unsplash – I love this old school compass, showing the way as it always has. The same way a solid strategy and set of goals should lead our thinking about leveraging the latest AI tools.
I recently turned 59. Not the big 60 milestone but knocking on the door. In honor of this “almost-milestone” birthday, here are 59 lessons or truths I’ve picked up along the way that may be helpful for you:
Family is the greatest treasure. I’ve learned this from countless dinners, phone calls, and quiet moments of simply being together.
Love grows when you give it away.
Small kindnesses matter more than big speeches. Holding a door, writing a note, or showing up means more than most people will admit.
A campfire has a way of pulling people closer. Some of our best conversations happened with smoke in our face and stars overhead.
Walks in the woods teach patience. The trail never hurries, but it always leads you somewhere good, even if the trail leads back to where you started.
Listening is often better than speaking.
Start, even if you don’t know the finish line.
Forgiveness frees the forgiver.
Work hard, but not so hard you miss the laughter at the dinner table. That laughter is life fuel.
Friendships need tending like gardens.
A calm mind shapes a calm day. How you manage your thoughts sets the tone for how you live, not just how you lead.
Prayer steadies shaky ground.
Scars are inevitable but can become footholds.
Your children and grandchildren remember the times you kept your word. Integrity is how love earns trust over a lifetime.
Music can heal a weary spirit.
Laughter with grandchildren is holy ground. Even the silliest joke can create amazing memories.
Take pictures but also put your phone down.
The best conversations happen unplanned, often on the way to somewhere else.
God shows up in ordinary moments.
Start with what you have, not what you lack.
Be quick to encourage. A word of encouragement can feel like oxygen to someone gasping for air.
Time with your spouse is the best investment you’ll ever make.
A sunrise reminds us the story isn’t over.
Be generous with money, with time, and with grace.
Don’t underestimate a good meal shared…even a bad meal shared.
Patience is a form of love.
Read good books slowly. And read them aloud. I’ll never forget the nights of reading Harry Potter chapters to my kids, one voice carrying us all to another world.
Children teach us as much as we teach them.
A soft answer turns away wrath.
Slow down for sunsets.
Stay curious, even at 59.
Hold babies gently, but often.
Let go of what you can’t control.
Keep your promises, even the small ones. If you can’t be trusted in the little things, no one will trust you with the big ones.
Coffee or a meal with a friend beats any meeting.
Rest is productive.
Gratitude doesn’t just brighten the day. It multiplies joy in ways you can’t measure. It shifts ordinary moments into holy ones.
The journey matters more than the finish line.
Never be too proud to say, “I was wrong.” Or “I don’t know.”
Faith isn’t about knowing all the answers.
Celebrate progress, not perfection.
Trails are better with company. I’ve seen some of the deepest conversations unfold at mile three.
Be the first to say “thank you.”
Find work you believe in, but don’t let it define you.
Love is the legacy worth leaving.
Don’t compare. Contentment is wealth.
Your words can build or break. Choose to build. Always.
A long hug can mend a broken heart. I’ve felt that healing in the arms of family.
Keep learning, keep growing. Continuous improvement matters. Even the smallest step forward is still forward.
Tradition ties generations together, especially if that tradition involves an old family recipe that takes hours and lots of teamwork to make.
Tell stories. Your family needs them. Stories pass down more than facts. They carry history and identity.
Choose wonder over cynicism.
You can’t outgive God, but you can follow His example.
Every season has its beauty. Even Oklahoma summers with their heat and humidity have sunsets worth pausing for (clearly I appreciate sunrises and sunsets).
Be present. Tomorrow isn’t promised.
Family trust is sacred. Break it once, and it may never return the same. Protect it as carefully as you protect your home.
Celebrate the small wins. A child’s smile, a project finished, or a quiet evening with family. Cherish these moments.
Joy often hides in the small, ordinary things.
Life is a gift. At every age, unwrap it with wonder.
4 Bonus Lessons (which means I came up with four more that I didn’t want to exclude)
Adapt or be left behind. If you’re the best buggy whip maker, prepare to adapt when automobiles come out. Don’t cling to the past so tightly that you miss the future.
The quiet miracle of savings and compound interest. Einstein was right. Compound interest is the most amazing thing. Steadily and quietly setting aside a portion of your income builds your wealth over time. It also provides peace of mind and freedom for your future self.
Learn outside your lane. Take time to study things that don’t seem connected to your work. The most important lessons often come from entirely different fields.
Travel opens two windows. When you visit a new country, you learn about their culture, their food, their people. But you also return seeing your own home differently…with gratitude, with perspective, and with fresh eyes.
Automation makes the machine run smoother. Innovation changes where the machine is going.
Automation hunts for efficiency. It tries to do what we did yesterday, but faster and cheaper. It targets the transactional and trims overhead. It removes steps and reduces friction. When done well, it buys back time.
Automation is valuable work and the price of admission for any organization.
But efficiency alone won’t differentiate.
Innovation asks different questions. Harder questions. Where are we trying to take our customers next? What experience would make them rethink what’s possible with us?
Innovation seeks to create new value.
Innovation needs space, a space that promotes bold and creative thinking.
It might mean dedicating 20% of a team’s work to exploring customer problems without predetermined solutions.
Or creating quarterly “innovation days” where normal metrics don’t apply.
Or creating time in leadership meetings for “what if” conversations instead of only “what’s broken” discussions.
Leaders set the tone. They can focus solely on efficiency, or they can ask questions that point their organization toward innovation.
If your new system creates fewer clicks, fewer steps, and lower costs, you automated.
If you created a new customer journey or opened a new market category, you innovated.
Do both well and you reshape the game.
Automation keeps us strong today. Innovation makes us irreplaceable tomorrow.
Ideas and wisdom often arrive with familiar roots.
My views on leadership come from my lived experiences and lessons I’ve learned from great builders and thinkers like Andrew Carnegie, Peter Drucker, Tom Peters, Ken Blanchard, Marshall Goldsmith, Zig Ziglar, Stephen Covey, Jack Welch, Seth Godin, Jeff Bezos, Gary Vaynerchuk, Tim Ferriss, Jocko Willink, James Clear, and countless others.
I’ve also worked with amazing managers and mentors over many decades, including a few who taught me what not to do.
Since I find myself often returning to these lessons, I thought it would be useful to write them down in a list for easier reference.
Leadership Foundations
1. Leadership begins in your mind long before it shows up in your actions.
2. Self-awareness is a leader’s first and most enduring responsibility. Know how your actions land, then lead on purpose.
3. Character outweighs credentials over the long haul.
4. Integrity compounds like interest. The longer you hold on to it, the more it grows.
5. Values are the compass that keep you on course when circumstances shift.
6. Humility is the strength to put others first.
7. Influence comes from trust, not job descriptions.
Vision and Direction
8. A leader’s vision must be big enough to inspire, but clear enough to act on today.
9. Clarity reduces fear. Ambiguity fuels it.
10. Momentum builds when people see the destination and believe they can reach it.
11. Vision is not just what you see. It’s what you help others see.
12. The clearer you are about the goal, the less room there is for fear to grow.
13. Purpose is the map. Storms are just temporary detours.
14. Belief in the destination turns small steps into powerful strides.
15. Every action should feel like part of the same bigger story.
16. Sometimes waiting is the boldest move you can make. Strategic patience is powerful (and extremely difficult).
People and Relationships
17. The right people in the right roles multiply results beyond what you can imagine.
18. A culture of respect will outlast a culture of urgency.
19. Listen like the person speaking might hand you the missing puzzle piece.
20. Pass the applause to others but keep the accountability close to your chest.
21. Trust is invisible, but when it’s gone, everything feels heavier.
22. Relationships need regular deposits of attention, not just withdrawals of effort.
23. Helping someone else win creates a tailwind for your own success.
Decision-Making
24. Good decisions blend facts, values, and the courage to act.
25. The first idea is often just the trailhead. Walk farther.
26. Energy without wisdom burns out. Wisdom without energy gathers dust.
27. Choose the option you can defend in the daylight and live with in the dark.
28. A quick, small decision can open doors a perfect plan never reaches.
29. It’s easier to fix a wrong turn early than to build a new road later.
30. Never cash in tomorrow’s credibility for today’s convenience.
Resilience and Adaptability
31. A setback is a classroom, not a graveyard.
32. Flexibility is a skill, not a personality trait. Practice it.
33. Change is the proving ground where talk becomes action. Priorities sharpen, assumptions get tested, and leadership shows up in decisions, owners, and dates. If nothing changes (no decision, no owner, no date) it was only talk.
34. Adapt your tactics, but never your core.
35. The best views are earned with effort you once thought impossible.
36. Challenges test your limits so you can discover you’re stronger than you ever imagined.
37. Sticking with it usually turns “almost” into “done.”
Growth and Learning
38. The best questions are the ones you don’t yet know how to answer.
39. The moment you stop learning, you stop leading. Sometimes before you notice.
40. Pride blocks the front door to growth. Curiosity leaves it wide open.
41. Ask for feedback before circumstances force it on you.
42. Teach your knowledge, always remembering that your actions teach your values.
43. Every conversation nudges someone closer to, or further from, their best self.
44. Failure carries lessons that success hides. Corollary: High water covers a lot of stumps.
Impact and Legacy
45. Success without significance is empty.
46. The influence you have on people’s lives will outlast your achievements.
47. Your legacy is written in the lives you touch, not in the titles you hold.
48. Leadership is something you borrow from the future. It must be returned in good condition.
49. The most meaningful titles are the ones people give you, not the ones on your nameplate.
50. Think in decades when deciding what to plant today.
51. Your success is multiplied when others stand taller because of you.
52. The best proof of leadership is when growth continues without your hand on the wheel.
53. Leave every place and every person better than they were when you arrived.
Communication & Culture
54. Say the quiet part kindly and clearly. Clarity without kindness bruises. Kindness without clarity confuses.
55. Stories travel farther (and faster) than memos. Stories move people. Memos inform them. Stories turn intention into action.
56. Consistency in small signals (tone, timing, follow-through) builds culture faster than slogans.
57. Meetings should create movement. Reserve live time for decisions and collaboration. End with owners and dates. If it’s just a podcast, send an email. If only two people need to talk, make it a call and give everyone else their time back.
58. Celebrate progress out loud so people know what “right” looks like.
59. Honesty scales when leaders go first. Name the hard thing and show how to address it.
60. Culture forms around what you tolerate as much as what you teach.
Execution & Accountability
61. Strategy stalls without a calendar. Put names and dates on intentions.
62. Start now. Ship one useful thing today. Ride the wave of momentum that follows.
63. Priorities aren’t what you say first. They’re what you do first.
64. When everything is urgent, nothing is important. Choose the one thing that unlocks the next three.
65. Inspect what you expect. Review, refine, and recommit in frequent loops.
66. Own the miss publicly and fix it quickly. Speed heals trust.
67. Scoreboards matter. People work smarter when progress (or lack thereof) is visible.
Faith, Purpose & Centering
68. Quiet time isn’t empty time. It’s where courage and wisdom refuel.
69. Purpose steadies the hands when the work gets heavy.
70. Gratitude turns pressure into perspective.
71. Servant leadership begins by asking, “Who needs strength from me today?”
72. Hope is a discipline. Practice it especially when results lag.
Leading Through Change & Uncertainty
73. Name the uncertainty. People handle the unknown better when it has boundaries.
74. Trade predictions for scenarios. Prepare for several futures, not just your favorite one.
75. Replan without blame. The map changes when the terrain does.
76. Communicate more than feels necessary. The vacuum of silence fills quickly with speculation.
77. Keep experiments small and reversible, so learning is fast and affordable.
78. Endurance is contagious. Your calm can be the team’s shelter in a hard storm.
Coaching & Talent Development
79. Grow people on purpose. Make development a standing agenda item.
80. Coach with questions that build judgment and ownership.
81. When you delegate the result, delegate the authority to achieve it. Authority and responsibility should be in balance.
82. Set intent and boundaries. Agree on check-ins. Then step back so the team can step up.
83. Size stretch work to the person’s readiness. Provide the right challenge, real help, and visible sponsorship. It’s okay if they reach the result by a different route than yours.
84. Build a bench before you need one. Succession begins on day one.
Supportive Organizational Behavior
85. Make it safe to disagree. Invite the view that challenges yours.
86. Credit ideas to their source. Recognition fuels contribution.
87. Write agendas as outcomes, not topics.
Systems Thinking & Process
88. Correct the mistake and improve the system that allowed it.
89. Turn recurring work into checklists and rhythms so excellence is repeatable. Then automate it.
90. Map the flow of work end to end. Prune any step that adds no value. Unblock the rest.
91. Measure what matters. Review it at a pace that improves the work.
Stakeholders & Customer Focus
92. Start with the customer and work back to today’s priorities.
93. Define success in customer outcomes, then align processes, metrics, and rewards.
94. Close the loop by telling people what changed and why.
Conflict & Courageous Conversations
95. Address tension early while the knot is small.
96. Separate the person from the problem. Aim at the issue, not the identity.
97. Put the real issue (the skunk) on the table. Agree on facts before you debate fixes.
Energy & Well-Being
98. Protect time for deep work and recovery so decisions are sharp.
99. Model healthy boundaries. Your example sets the team’s norms.
100. Choose a sustainable pace over heroic sprints. Consistency wins the long game.
Leadership is a skill to be learned and practiced over a lifetime. It grows through steady reflection, small improvements, course corrections, and new discoveries. These reminders pull us back to what matters when life and work get noisy.
Whether you lead a company, a classroom, a project, or a family, your influence reaches far beyond the moment.
The truest measure of leadership is the people we serve and the leaders they become.
Photo by Marcus Woodbridge on Unsplash – I love the idea of a lighthouse showing the way, standing firm and steady especially when the waves are their scariest.
Grandpa Bob Encouraging Leadership 
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