There once was a village named Smithville, tucked neatly beneath a mountain. Life was simple until the mayor spotted a massive boulder teetering on the slope. Experts confirmed the obvious. The massive boulder might fall and crush the town.
In a flash of civic urgency, the mayor declared: “We must secure the boulder!” And so they did. With ropes, pulleys, and sheer determination, ten villagers at a time held the lines to keep the boulder in place. They rotated shifts around the clock. It became routine, then tradition, then law.
Children sang, “Hold the boulder, hold the boulder, we must resolve to hold that boulder!” before school each morning. A cabin was built for the rope holders. A trail crew was hired to keep the path safe for the endless march of workers. Rope suppliers prospered since the intricate rope system required constant maintenance. Soon, nearly half the town’s budget went to “boulder security.”
Still, the village flourished. Visitors came to marvel at the rope-wrapped rock. “Come see our mighty gravity defying boulder!” proclaimed their glossy posters. A bond was passed to fund a visitor center and tour buses. Hotels filled. Restaurants boomed. Property values soared near “Boulder View Estates.”
One day, a newcomer named Brunswick questioned the logic of leaving the boulder where it was. “Why not break the boulder into smaller, harmless pieces?” The council laughed at his question.
The mayor beamed with pride, “Our boulder isn’t a threat. It’s our livelihood! Besides, we have a rope system to protect us.”
The townspeople nodded, waving their SAVE OUR BOULDER signs in support.
Who could argue with prosperity?
Brunswick left shaking his head.
Years later, despite the ropes, despite the cables, despite the slogans, the inevitable happened. That winter, the boulder grew heavier than ever with snow and ice. Villagers had trouble reaching the ropes, as storms blocked the trail. Shifts went unfilled. Fewer villagers meant fewer ropes to hold the boulder.
“The forecasters said it wouldn’t be this bad,” the mayor reassured them, as though the weather itself had broken its promise.
Workers tugged and shouted, trying to keep their grip. Fingers numbed, feet slipped, and a few gave up entirely. The remaining ropes snapped one by one. The sound echoed through the valley like rifle shots. The mountain itself seemed to groan.
Then came the moment. The final rope gave way with a thunderous crack. The boulder lurched forward, dragging what remained of the cable nets with it.
As it tumbled down the mountain, the ground shook violently. Houses rattled, dishes shattered, and children screamed.
The mighty rock careened toward the valley, smashing trees like twigs and carving deep scars into the earth. Clouds of dust rose as if the mountain were on fire. Each bounce sent shockwaves through Smithville, knocking people off their feet. The villagers ran in terror, listening to the deafening roar as the great stone rolled ever closer.
When it finally came to rest, the devastation was complete. The visitor center lay in ruins. Boulder View Estates was flattened into rubble. Streets were cracked, and smoke rose from shattered chimneys.
Yet by some miracle, no one was hurt. The thunder of the falling boulder gave everyone time to flee. Amid the destruction, whispers of a miracle could be heard all over the battered town.
As the dust cleared, townsfolk began to consider their plans for rebuilding. Some sketched designs for a grand new visitor center. This one would tell the story of The Great Fall.
A five-year plan was drafted to study rope alternatives, complete with a Rope Oversight Committee and quarterly progress reports.
Bureaucracy bloomed again, strong as ever.
Though no one mentioned the missing boulder.
Story behind the image – I used Google’s new Nano Banana image generator for this image. I asked it to produce a large and evil boulder sitting on top of a mountain, held by ropes, overlooking a nice town that it’s threatening…in a cartoonish style. This is the first image it produced. It missed the part about the ropes, but I like the over-the-top (see what I did there?) theme of this rendering. And that boulder may appear in a few more stories in the future.
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.
July 2nd is about a week away. That will be the 183rd day of the year. The halfway point.
I usually think of the summer solstice as the halfway point since the days start getting shorter after that.
Either way, it’s a good time to reflect.
Think back to January. Back then, you were probably wondering how to shed a few of those extra pounds you gained over the previous two weeks.
While sipping your leftover peppermint cocoa on New Year’s Day, what goals or intentions were on your mind? Did you write them down? Did you share them with anyone?
Be honest with yourself. What have you done that moves you closer to achieving any of the goals you set six months ago? Even small steps count.
Do those goals still matter to you? Have you added new goals since then?
Whatever your answers, write them down. Pick one thing to act on this week to get back on track. Movement builds momentum, and maintaining momentum is the key to achieving any goal.
Don’t forget to celebrate. A new productive habit. A relationship strengthened. A busy season endured (every industry seems to have one).
These quiet victories matter. They deserve your recognition.
Halfway through the year, the invitation is simple. Reflect. Realign.
Begin again.
Side note: Consider doing this exercise with an even larger time horizon.
-What were your goals 10 years ago? 20 years ago?
-Are those goals still important to you?
-Have you made progress on any of them?
-What are your goals for the next 10 years? 20 years?
-What concrete steps will you decide to take over the next 6 months to make progress on at least one of your 10-year goals?
Photo by Elliot Pannaman on Unsplash – why this image out of the thousands I could have chosen from Unsplash? My focus wasn’t on the stark, still, wintry vibe (although that’s nice). I was captured by the story it conveys. In my imagination, this person set out to cross the entire lake. Clearly, their chosen path wasn’t successful. Poor planning? Lack of vision? Who knows?
But the halfway point is a moment like this. A pause at the edge, where we get to decide if our goal still matters. If it does, it’s time to retrace, replan, and re-commit to accomplishing what we set out to achieve.
We know about Maslow’s Hierarchy of Needs and how our wants and desires are like a pyramid that goes from our basic needs up to our desire for self-actualization. The Pareto Principle reminds us that 80% of our results come from 20% of our efforts, helping us focus on what truly moves the needle. Saint Ignatius’s Spiritual Exercises guide us through discernment, teaching us to distinguish between what brings life and what drains it.
But there’s another framework worth considering: the evolution of what we consider important throughout our lives.
As kids, we know what’s most important. It usually revolves around attention, followed by winning at whatever we are doing, which we think will get us more of that attention we crave. Everything feels urgent. Every disappointment feels permanent. The world revolves around us, and that’s exactly as it should be for a child learning to navigate life.
Teenagers start to focus on freedom, independence, and figuring out what they’re going to do when they grow up (whatever that means). They often reject what their parents value. Sometimes for good reasons, sometimes solely because rebellion feels necessary for finding their own path. What matters most is breaking free from the constraints that feel suffocating, even when those constraints were designed to protect them.
As young adults, we’re getting started, establishing our independent life, our financial foundations, our career foundations…at least we’re trying to get these things established. We’re in acquisition mode: getting the job, the apartment (maybe a house), the relationship, the respect (something we crave more than attention at this stage). We often dismiss advice from older generations, convinced they don’t understand how different the world is now.
Then something interesting happens.
As the decades flow by, what was important a few years ago, isn’t. We start to think about how to serve others, help our kids flourish, help their kids flourish. The shift is gradual but profound. From getting to giving, from proving ourselves to improving the lives of others.
Major life events accelerate this evolution. A health scare makes us realize that all the success in the world doesn’t matter if we’re not here to enjoy the fruits of our labor. The birth of a child or grandchild suddenly makes legacy more important than achievement. The loss of a parent reminds us that time is finite, and relationships are irreplaceable.
Sometimes the shift happens more quietly. Earlier this week, two co-workers were discussing the NBA finals and asked me what I thought of Game 2. I had to admit that I haven’t followed basketball since the Magic Johnson era of the Lakers. As we talked, it became clear to me that I haven’t followed any sports—except for the Savannah Bananas baseball team’s shenanigans—in many years.
What captures my attention now? I’m drawn to watching people live their best lives in rural settings, building homesteads for themselves and their families. I find myself rooting for others to succeed in their chosen vocations, nothing more, nothing less. It’s not that sports became unimportant because they were bad. They just became less important than something else that feeds my soul more deeply.
As we get older, preserving our health, and the freedom that comes with it, moves toward the top of our priority list. Interesting how the freedom we sought as teenagers is still important to us in our senior years, but for different reasons. Then, we wanted freedom and thought we were ready for responsibility.
Now, we want freedom to focus on what truly matters. Freedom to be present for the people we love, freedom to contribute in meaningful ways, freedom from the noise that once seemed so important.
There’s a beautiful irony in how we often spend the first half of our lives accumulating things, achievements, and accolades, only to spend the second half learning to let go of what doesn’t serve us. We chase complexity when we’re young and value simplicity as we mature.
Questions worth considering:
– What would happen if we could skip ahead and see what our 70-year-old self considers important? What about our 80-year-old self? Would we make different choices today knowing what they know?
– Why do we have to learn the hard way that some of the things we chase don’t matter? Is there wisdom in the struggle, or are we just stubborn?
– How can we be more intentional about evolving our priorities on our terms instead of waiting for time to do it?
– What if we could honor the lessons each life stage provides without completely losing face and dismissing what came before?
The evolution of importance isn’t about getting it right or wrong at any particular stage. It’s recognizing that growth means what we value will shift.
That’s not a bug in the system. It’s a feature. The teenager’s desire for freedom isn’t foolish. It’s necessary for their development. The young adult’s focus on building a foundation isn’t shallow. It’s essential for future stability.
Perhaps the real wisdom comes in staying curious about what matters most. Knowing that the answer will keep evolving. And maybe, just maybe, we can learn to trust that each stage of life has something valuable to teach us about what’s truly important.
The key is staying awake to the lessons, even when they challenge what we thought we knew for certain.
The other night, over a casual taco dinner, one of my grandkids hit me with a question I wasn’t expecting.
“Grandpa, how old will you be in the year 2100?”
Without missing a beat, I shot back, “Nearly 140. Way too old to still be around!”
I may have been off by a few years, but we all agreed: the odds are stacked against me making it to 2100.
Then we started doing the math together, and that’s where things got interesting. They’ll be in their 90s by then. Their children and grandchildren—my great-grandchildren and great-great-grandchildren—will be alive and thriving in that future world. A reminder that we’re part of something much bigger. Connected to the past, but carried forward by those who will come long after we’ve gone.
“Okay, but how old will you be in 2050?”
That one felt closer, more real. “Well,” I said, “not quite 90, but almost. And you’ll be under 50.”
“What will we be doing in 2050, Grandpa?”
That’s a question only they can answer. I won’t pretend to know. I hope I’m there for at least part of it. I hope I get to laugh with them, to listen, to remind them where they came from, and to cheer them on wherever they’re headed.
Our conversation turned into something more than tacos and timelines. We started talking about how every generation builds on what came before. We carry what we’ve learned from our parents and grandparents, along with our own experiences, and hand all of that to our children and grandchildren. And they, in turn, will do the same.
Their children, my great-grandchildren, aren’t here yet, but I already have high hopes for them. I look forward to holding them, hearing their stories, and watching them discover the world just as their parents are starting to do today.
I hope they’ll learn the big things:
-How a starry sky can quiet our soul.
-How to throw and catch with confidence (it’s baseball season, so this one is top of mind right now).
-How warm and magical a campfire can be…and that S’mores taste better when your hands are sticky.
-How good it feels to help without being asked.
-How to sit quietly with someone we love and say nothing at all.
-How to cheer for someone else, even when the spotlight isn’t ours.
-The peace that comes from a walk in the woods or along a sandy shore.
But I also know they’ll learn things I’ll never understand. Things I can’t even imagine. And that’s exactly as it should be.
My deepest hope is that they’ll carry forward the timeless lessons. That love matters more than being right. That kindness isn’t weakness. That telling the truth is not only brave, but also the only way.
And that family stories are worth retelling…especially the funny ones.
So, here’s to future taco dinners, to great-grandkids I haven’t met, and to the storytellers of tomorrow.
May they keep the best of us within them always.
A Poem for My Grandkids
We sat with tacos, our chips in hand, When you asked a question I hadn’t planned. “Grandpa, will you still be here in 2100?” “Not likely,” I laughed, “I’d be too old by then.”
And then we wondered who’ll be around, Your kids and theirs, with dreams unbound. Building a world we won’t see, Carrying forward the best from you and from me.
We talked of shooting stars and catching balls, Of S’mores by the fire and the night’s gentle call. Of helping for nothing, of walking alone, And learning to love with a heart fully grown.
You’ll learn things I’ll never know, With gadgets and wonders I can’t imagine. Even so, I hope what we’ve lived still finds its place, In stories you tell with a smile on your face.
Here’s to the moments that grow into more, To questions and memories, and tales we explore. May love be your guide in all that you do, And may our stories stay with you, and echo on through time.
p/c – That’s Charlie (in the cowboy hat) and Marcus from a few years ago, perfecting their marshmallow roasting techniques.
A friend called recently. He’s been running his own business successfully for over a decade. Things are going well, really well. That’s why he reached out.
He wanted to talk through some ideas. Usually when I get these calls, it’s because a business owner is thinking about making a major change. Maybe selling, maybe acquiring another business, maybe just trying to get unstuck from a rut. But this wasn’t that kind of conversation.
He explained that his team is doing great work. His own role had evolved into mostly business development and handling occasional fire drills. Lately, there haven’t been many fires. The business is running so smoothly that, for the first time in years, he has time on his hands. Unexpected free time.
That’s usually a good thing, right?
He thought so too at first. He ramped up his business development efforts (always wise to add growth fuel to a business), and then he did something else. He stepped back and watched. Observed. Assessed.
For the first time in a while, he was able to look at the processes and tools his company uses with a fresh set of eyes. The eyes of an outsider.
That’s when he saw the gaps.
Not because things were falling apart. But because, with a little perspective, he realized how much better things could be. He saw inefficiencies, opportunities for automation, outdated systems, and new tools that could transform how they operate.
His brain lit up. Ideas started flowing. He made lists. And more lists. He started thinking through what needed to change, planning what to build, what to retire, and how to bring the team into the improvement process.
That’s when he called me. Not for help solving the problems, but because he suddenly had too many ideas and plans.
He’d become overwhelmed by the possibilities.
So, I asked him: What would it take to give yourself permission to conclude the brainstorming, the planning…and begin?
He paused.
As the boss, no one else was going to tell him to stop generating ideas and to start work on executing them. There’s no urgent deadline forcing a decision. No one asking for a status update. The machine is humming along, profitably. But he can see how much more potential is just sitting there waiting to be tapped.
We didn’t talk about his ideas or operations at all. We talked about how to decide. How to identify the vital few initiatives that would make the biggest difference. How to involve his team. How to get moving.
We talked about starting, and how starting builds momentum.
Our brains love ideation. There are no limits, no constraints. It’s energizing to imagine improvements, design new systems, and sketch out possibilities. We feel smart. We feel alive.
But our minds? They get restless. We lie awake at night, spinning. We second-guess ourselves. We get caught in the loop of “what if” and “maybe later.”
That’s where permission to conclude enters the picture.
It’s the quiet decision that says: “I’ve thought enough. I’ve explored enough. I may not have a perfect plan, but I have enough to begin.”
It’s the green light we must give ourselves. To start, to build, to test, to course-correct.
It’s a commitment. Not to perfection, but to movement.
To gain clarity through execution. To action that reveals what thinking alone cannot.
If you find yourself spinning with ideas, take a deep breath.
Give yourself permission to conclude.
And start.
Photo by Isaac Mugwe on Unsplash – the rider has no idea what lies ahead…only guesses, maybe some visualization of what could be lurking around that dark corner. The only way to find out is to start and figure it out along the way.
h/t – I learned about the concept of the “vital few” over 20 years ago from MAP Consulting. A simple yet powerful realization that we can only work on a few things at any one time. Choose the vital few, work on them, then move to the next set of vital few items after that.
Ask someone how their day went, and odds are, they’ll say, “Busy.”
Dig a little deeper, and you’ll hear about the fires they had to put out, the urgent requests from their boss, or the upset customers they had to talk in off the ledge. Everyone’s racing from task to task, reacting to whatever pops up next.
What you don’t hear—at least not often—is someone saying, “Today I worked on our 30-day goals,” or, “I spent the afternoon exploring how AI might streamline our operations,” or, “I studied what our competitors are doing better than we are.”
Most people are caught in an infinite response loop. The big questions get pushed to tomorrow, especially if the boss isn’t asking about them anyway. And often, he’s just as busy reacting to his own list of urgent problems.
Response mode is easy. You don’t have to choose what matters most. Just deal with what’s in front of you. There’s no time for stepping back, rethinking the process, or preventing tomorrow’s fires today. You stay busy. That way, you can tell yourself you’re still needed.
And when the day ends, you can point to everything you handled and feel like you earned your paycheck.
But the real questions are: Did you move any of your monthly, quarterly, or annual goals forward? Do you even know what they are?
For many, the answers are no and definitely no.
Working in the business is the default. It’s safe and familiar. It keeps your hands full.
Working on the business is different. It takes time, thought, and courage. It means facing questions without clear answers. It means exploring new tools, unlearning old habits, and imagining better ways to serve your customers.
No fires today? Is your boss on vacation? Sounds like an easy day.
But if no one thinks about what’s next, if no one is asking what should change or improve, and if no one is steering the ship, that ship will eventually drift. Maybe into a storm. Maybe into the rocks.
And no one will notice until it’s too late.
So, ask yourself: Are you steering, or just responding?
Side note: These questions apply outside of work. If we’re not actively steering in our personal lives, we can just as easily find ourselves in a storm we could have avoided, running aground on some rocks, or drifting aimlessly out to sea.
Imagine owning a well-trained thoroughbred racehorse. Born and bred for speed, this horse thrives on competition and lives to run fast.
Every day, six days a week, this horse trains relentlessly. It has one purpose and one passion: running and winning races. Nothing else matters.
But on race day, you grow cautious. You worry, despite all the training, despite the horse’s proven skill, that it might not pace itself properly. So, you ask the jockey to override its instinct to run fast. You instruct the jockey to hold back the reins from the start.
As the race unfolds, your horse struggles against this restraint. Instead of feeling exhilarated, it grows frustrated. Its natural drive diminishes with each stride as the jockey pulls back, second-guessing the horse’s desire to run.
Finally, as the last turn approaches, the jockey releases the reins and shouts encouragement. It’s time to unleash all that pent-up speed.
But the horse no longer cares. He’s not even paying attention. He lost his competitive edge about a half mile ago as the jockey kept holding him back. Sure, the horse goes through the motions, picking up just enough speed to appear engaged, to show respect for the jockey’s urging. But the spark is gone.
This is a very fast horse, so even his partial effort makes for a close finish. But unfortunately, the horse doesn’t win the race. One he could have easily won if he hadn’t been held back from the start.
If you’re a manager, how often do you treat your employees like this horse? How often do you hold them back from doing the very thing you hired them to do? Do you second-guess their instincts, micromanage their decisions, and restrain their natural abilities out of fear, caution, or to protect your ego?
Consider how demoralizing it is for your team when you take away their autonomy. The freedom to run their own race. When employees lose the ability to make meaningful decisions, their enthusiasm, creativity, and ownership suffer. These are the very qualities that fuel success, and when suppressed, diminish the team’s potential and their performance.
Take a look around your organization. Are your people fully engaged, and running with purpose? Or have you inadvertently drained their passion and energy by holding them back?
There’s something else that’s easy to overlook. When you don’t allow your people to take on challenges, make decisions, and occasionally stumble, you’re not just holding them back today. You’re limiting who they can become tomorrow. Without the opportunity to stretch, fail, and grow, your employees can’t develop the judgment and endurance that leadership demands.
Playing it safe and keeping them on a tight rein risks weakening your bench strength and jeopardizing your organization’s ability to thrive in the future. We’re not just running one race; we’re running a never-ending series of tough races that stretch out long into the future.
Imagine how powerful your organization could be if you simply let your thoroughbreds—all the talent and skills you’ve carefully assembled—run their races the way they know best. Imagine letting them succeed and fail with your support, as part of your team, and not just your assistant waiting for you to make all the decisions.
It’s time to loosen the reins and let the ponies run. Because if you don’t, they might find somewhere else where they can.
To assume that delays are normal. That long lead times are just “the way things are.” That bureaucracy is an immovable force we’re all meant to quietly and endlessly orbit.
But here’s the question we should be asking: Does something really take months to get done…or is that just the rut talking?
Ruts are sneaky. They dress up as policies, forms, regulatory frameworks, meetings, approvals.
They start small. Maybe with one postponed decision or an overcautious email. Before long, they’re a deep trench. One that feels safer to live in than escape.
Some processes do require time. Some decisions need careful research and thoughtful consideration.
But not everything takes as long as we pretend. And if we’re being honest, we often lean on red tape as a crutch. To justify inaction, to mask fear, to cover for indecision, to avoid risk. Maybe to avoid the work altogether.
We say things like:
-“That’s how our system works.”
-“These things take time.”
-“We’ll have to check with Legal.”
-“I’m waiting on approvals before I can move forward.”
But what if we stopped waiting?
The 10 Million Dollar Question:
If you or your organization were promised $10 million the moment this project is completed—this thing you’re currently delaying—how long would it actually take to finish?
-How focused would you suddenly become? -How many hurdles would get knocked out of your way? -How quickly would meetings be scheduled, decisions made, and steps taken?
If your answer is “much faster,” then the rut is running the show. You’re not stuck. You and your organization are settling for the slow lane.
What if we challenge the assumptions about how long things should take?
What if we stop admiring and massaging the problem and started solving it?
What if we stop delegating or offloading the issue to another department, and just fixed it ourselves…today?
Organizations that resist the rut move faster. They ask better questions. They take the time to consider how to eliminate hurdles. They focus on outcomes, not just process. They know when structure helps, and when it hinders. They trim what’s unnecessary and protect what’s essential.
This isn’t about being reckless. It’s about refusing to be lulled into complacency. It’s about bringing urgency back to the table.
It’s about remembering that progress often begins with someone brave enough to say: “Why not now?”
If you’re feeling stuck, ask yourself: -Are you really bound by rules and timelines? Or just by a habit of delay?
Resist the rut.
Challenge the default.
Challenge the impossible and make it possible.
Push for better.
It might take less time than you think.
h/t – my colleague, Jacob Smith. An extremely productive and prolific software development manager who regularly challenges the default and always pushes for better.
For years, we’ve heard that Artificial Intelligence (AI) will revolutionize industries. The idea is so prevalent that it’s easy to stop actively thinking about it. We acknowledge AI in headlines, in passing business conversations, and in abstract discussions about the future. Yet, much like a fish is unaware of the water surrounding it, we’ve been immersed in AI without fully recognizing its impact.
That impact is now undeniable. The question is: will we embrace it—or ignore it at our peril?
AI as the Invisible Force
AI is no longer a futuristic concept, or a background presence. It’s embedded in the tools we use every day, from the smartphones in our pockets to the chatbots handling our customer inquiries. It powers business decisions, optimizes operations, and influences nearly every industry.
Yet, because AI is so familiar, we often overlook it. The term itself has become a cliché—almost old news. Something we assume we understand. But do we? How much do we really know about its capabilities, its limitations, or its potential disruptions?
Many still view AI as a distant idea, relevant only in the future or in industries far removed from their own. This perspective is outdated.
The Shift from “Known” to “Obvious”
AI is a driving force that can shape how we work, compete, and innovate. Organizations that continue treating AI as an abstract concept risk being blindsided by its rapid evolution.
This shift—from AI being “known” to becoming “obvious”—is critical. The moment we stop seeing AI as some far-off development and recognize it as an immediate force, we can take meaningful action.
Make no mistake: AI will transform your organization, whether you engage with it or not. The only choice is whether you’re leading that change or struggling to catch up.
The Cost of Waiting
A passive approach to AI is no longer viable. Waiting for the “right time” to adopt AI means falling behind competitors who are already leveraging its power. Yes, AI is complex, and yes, there are risks. But the greater risk lies in hesitation.
I’m old enough to remember the early days of the internet (I’m that old). Most businesses dismissed it as a fad. Others chased the new idea with reckless abandonment and wasted tons of time and money. But a relative few (at the time) experimented, learned, made incremental changes, and ultimately thrived in their use of the new “internet-powered” approach. Not to mention all the new multi-billion (trillion) dollar businesses that were made possible by the internet.
AI is following a similar trajectory. Many are ignoring, even shunning, AI as something other people will figure out. They don’t want to be the one pushing these new ideas within their organization. It’s easier to stay in the background and wait for someone else to take the leap.
But others are already leaning in (to coin a phrase), experimenting, and learning. They are incrementally (and sometimes dramatically) shaping a new future…and remaining relevant in the process.
Learn the Basics
AI adoption doesn’t require immediate mastery. It starts with small, intentional steps.
You don’t need to be an AI expert, but understanding its core functions and business applications is essential.
Start by exploring industry-specific AI tools already in use. How did I make this list? You guessed it, I asked ChatGPT to give me a list of industry-specific AI tools in use today. Will each one be a winner? Not sure, but it’s a great list to use as a starting point:
–Retailers use Amazon Personalize and Google Recommendations AI for AI-driven product suggestions, improving customer engagement and sales.
–Marketers leverage HubSpot AI for automated email campaigns, Persado for AI-powered ad copywriting, and Seventh Sense for optimizing email send times.
–Financial analysts turn to Bloomberg Terminal AI for market insights, Kavout for AI-driven stock analysis, and Zest AI for smarter credit risk assessments.
–Healthcare professionals rely on IBM Watson Health for AI-assisted diagnostics and Olive AI for automating administrative hospital tasks.
–Manufacturers use Siemens MindSphere for AI-powered predictive maintenance and Falkonry for real-time industrial data monitoring.
–Customer service teams integrate Forethought AI for automated ticket triaging and Zendesk AI for intelligent chatbot interactions.
–HR and recruitment teams utilize HireVue AI for AI-driven candidate screening and Pymetrics for bias-free talent assessment.
Experiment with Broad-based AI Tools
Don’t wait for the perfect strategy. Start small. Generalized AI tools can improve various aspects of your business (again, I asked ChatGPT for this list):
–Conversational AI & Research: Tools like ChatGPT, Claude.ai, or Anthropic’s AI help generate content, answer complex questions, summarize reports, and assist in brainstorming sessions.
–Automation: Platforms such as Zapier AI, UiPath, and Notion AI automate workflows, streamline repetitive tasks, and generate notes and summaries.
–Data Analysis: Solutions like Tableau AI, ChatGPT’s Code Interpreter (Advanced Data Analysis), and IBM Watson process and visualize data for better decision-making.
–Customer Engagement: AI-driven tools such as Drift AI, Intercom AI, and Crystal Knows enhance customer service, lead generation, and sales profiling.
These are just a few of the many AI-powered tools available today. The landscape is constantly evolving. Exploring AI solutions that fit your specific needs is the key to personal and professional growth.
Cultivate a Growth Mindset
Learning AI is a journey, not a destination. It’s okay to make mistakes. It’s actually necessary. Feeling uncomfortable is a sign of growth. The more you experiment, fail, and adjust, the more effectively you’ll integrate AI into your work. AI isn’t about instant perfection. It’s about continuous learning.
Lead from the Front
If you’re in a leadership role, set the tone. Your team will look to you for guidance. Show them that AI adoption isn’t just an IT initiative. It’s a mindset shift.
Encourage experimentation, provide resources, and support a culture of AI-driven innovation. Companies that will thrive with AI aren’t the ones waiting for a complete plan. They’re the ones embracing AI through hands-on learning and iterative improvement while incorporating these new discoveries into their future plans.
The Future is Now
AI is not a distant disruptor—it’s an active force shaping today’s workplace. Organizations that recognize this and take action will thrive. Those that don’t will be left behind.
It’s time to stop treating AI as a theoretical innovation and start engaging with it as a business reality.
The future isn’t waiting, and neither should you.
Photo credit: The graphic was generated by DALL-E. I asked it to generate an image of an office on the ground floor that captures the essence of the blog post I had just written.
In its first few attempts, it tossed in robots sitting amongst the office workers. I like to think of myself as a forward thinker, but I’m not quite ready to accept that reality…even though I’m sure it’s rapidly approaching. I asked DALL-E to eliminate the robots (for now).
Grandpa Bob Encouraging Leadership 
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