success – Grandpa Bob Encouraging Leadership

100 Lessons for Playing (and Winning) the Long Game of Leadership

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.

Leadership That Lasts Beyond the Finish Line

In high school, I had the good fortune of running cross country under a man named Mr. Smuts. Our coach and my 11^th grade AP U.S. History teacher. He was the kind of leader who quietly influenced growth in those around him.

He didn’t bark commands or demand the spotlight. On race day, while other coaches were shouting themselves hoarse, Mr. Smuts would position himself at the mile markers. Calm, steady, present. As we passed, he’d simply call out our split times. No cheering. No panic. Just numbers.

We didn’t need anything else.

He had trained us so well that those times were all the feedback we needed. We knew what they meant. We knew what he expected. And we knew he believed in each of us (even the slow guys, like me).

When we crossed the finish line, sometimes ahead of the competition, sometimes not, he’d quietly remind us that the real opponent wasn’t the other team. It was the clock. It was ourselves.

That quiet challenge made us better. Not just as runners, but as young men.

Mr. Smuts embodied a rare approach to leadership. Seeing others more than being seen. His confidence in us was contagious. His calm became our calm. His consistency helped us believe that showing up and giving our best effort, day after day, was enough to grow into something exceptional.

For a bunch of teenagers full of energy and bravado, his presence could have been drowned out by flash and high school nonsense. But instead, we listened closely. We trusted deeply. And we ran harder.

His leadership style reminds me of a line from the Tao Te Ching:

“When the best leader’s work is done, the people say, ‘We did it ourselves.’”

That’s exactly how it felt. We crossed those finish lines thinking we had pulled it off on our own. Only because he had quietly laid the foundation beneath our feet.

True leaders create space for others to rise.

The Tao Te Ching calls it wu wei, effortless action. Like a river flowing around rocks instead of smashing into them. Doing the right thing at the right time and then stepping back to let the results take root.

Ronald Reagan once said, “There is no limit to what a man can do or where he can go if he doesn’t mind who gets the credit.”

This could have been written about Mr. Smuts.

He led in a way that called attention to others rather than himself. His approach shaped how we performed, how we grew, and how we learned to lead ourselves. His impact showed itself in the confidence he helped us build and the standard of excellence we still carry with us today.

The next time you find yourself in a leadership role at work, in your family, or on any team, ask yourself:

-Am I trying to be the hero, or trying to build others up?

-How can I lead with quiet influence?

-Can I let go of credit and trust the process I’ve helped shape?

The best leaders don’t stand in front of their people. They stand with them, sometimes just off to the side, calmly calling out split times as the race unfolds.

And when it’s over, they nod to themselves, knowing they’ve done their job.

The rest of the story: Mr. Smuts earned his doctorate in Leadership and became Dr. Smuts not long after my time at Cerritos High School (Class of 1984). He went on to become the school’s principal and ultimately the school district’s Superintendent of Schools for many years, before retiring in 2012. He continues to enjoy his retirement years.

Dr. Smuts is a leader who inspired (literally) thousands of kids (and adults).

This video provides a brief glimpse of this truly inspiring and gentle man in 2012 as he prepared to retire. It also highlights my high school campus that looks very much like it did four decades ago.

The Next Generation—Are They Ready?

I received an email from Noah Kagan this week. Not because we’re personal friends, but because I subscribe to his newsletter. Noah, the CEO of AppSumo, often shares practical insights and thought-provoking questions from his journey in the tech world.

This particular message stood out. He talked about being fearful for his 10-month-old daughter’s future. With all the chaos in the world, the deepening divides, the rise of AI and robotics, the general noise of modern life, he wonders what kind of world she’ll inherit.

But instead of spiraling into worry, Noah laid out how he’s choosing to respond: by creating clarity, limiting distractions, and doubling down on the things that matter most. He’s building a foundation, not just for his own peace of mind, but for his daughter to inherit.

His email reminded me of a quote often attributed to Mark Twain: “The future is in the hands of a generation that isn’t ready for it.”

We didn’t have AI, social media, or the internet back in Mr. Twain’s day. But even then, concerns about “the next generation” were nothing new. Parents, teachers, and elders across every era in history have wondered if the next generation is truly ready.

Noah’s concern isn’t just that the next generation might be unprepared. It’s that the world itself might be too broken to navigate well. But history offers some perspective.

Every generation has faced challenges. Wars, famines, political collapse, pandemics, technological upheaval, moral drift. And yet, the world moves forward. Somehow, each generation rises to meet its moment…even if their preparation feels lacking.

We don’t get to control the future, but we do influence it by how we live, what we model, and what we choose to pass on. We can’t predict what our children and grandchildren will face, or how they’ll respond. But we can teach them how to think, how to hold on to timeless values, and how to walk through hardship with strength and grace.

It’s natural to worry.

Let’s not forget that hardship doesn’t cancel out beauty.

Struggles don’t erase joy.

There will be triumphs ahead, too. If we’ve taught them well, they’ll learn to spot their small victories, celebrate them, and then pass along what matters to those who come after.

The future always arrives in the hands of the young—and the young are never quite ready. But then again, neither were we.

Photo by Timon Studler on Unsplash

When Fires Become the Work

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.

Photo by Amir Saeid Dehghan Tarzejani on Unsplash

Garbage In, Garbage Out: Your Focus Defines Your Success

“Garbage In, Garbage Out” doesn’t just apply to computers—it applies to your life. The people you spend time with, the content you consume, and the habits you build shape your future. Want better results? Choose better inputs.

“You are the average of the five people you spend the most time with.” – Jim Rohn

“You are what you repeatedly do.” – Aristotle

“Show me your friends, and I’ll show you your future.” – John Kuebler

“Your life is controlled by what you focus on.” – Tony Robbins

The old phrase, “garbage in, garbage out” doesn’t only apply to computers and databases. It applies to how we live our lives.

Our inputs—the people we surround ourselves with, the information we consume, and the habits we cultivate—shape our outcomes.

If you spend time with amazing, imaginative, productive, and adventurous people, chances are you’ll start adopting some of those same qualities. At a minimum, you’ll develop personal goals that push you to emulate those qualities in your own way.

On the other hand, if you surround yourself with negative, self-destructive, bitter, or complacent people, their mindset and behaviors will slowly seep into your own life. Even if you think you’re immune, habits and attitudes are contagious.

Small Choices Compound Over Time

Consider this simple example.

If you exercise at least three days per week, you’ll see progress. Do it five days per week, and your results will be even better.

But if you instead have the habit of drinking a large chocolate shake for lunch every day, the impact won’t be immediate, but with time you’ll notice a negative shift in your health and energy levels.

Neither of these changes happen overnight. But over months and years, they define who you become.

Our small choices create big results.

The Status Quo Trap—It’s Hard to Change

It’s obvious that if you run toward a cliff, ignoring all the warning signs, you’re in for a big fall. But in real life, it’s rarely that clear.

Like the boiling frog who doesn’t realize the water is heating up until it’s too late, many people stay in toxic environments, bad habits, or unproductive routines because the declining results are slow and gradual. It doesn’t feel urgent—until suddenly, it is.

Our Inputs Dictate Our Outputs—So Choose Wisely

Our mind works like an algorithm. What we feed it shapes what it returns to us.

If we constantly consume negative news, gossip, or toxic social media, our mindset will reflect it.

If we surround ourselves with people who challenge us to grow, read books that inspire us, and engage in meaningful conversations, our perspective will shift toward productivity and fulfillment.

The good news? We choose. And by making intentional choices, we set the trajectory for our future.

Challenge: Take an Inventory of Your Inputs

For the next week, pay attention to what’s influencing you. Your environment, the content you consume, and the habits you engage in.

Who are the five people you spend the most time with? Are they making you better?

What are you reading, watching, and listening to? Is it fueling growth or draining your potential?

What small habit could you start today that would improve your future?

The inputs you choose today will shape who you become tomorrow, next year, and a decade from now.

Your choices matter. Make them count.

Photo by William Topa on Unsplash

The Known vs. The Obvious: Embracing AI in the Workplace

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).

Choosing Your Team Wisely

Thought leaders play a critical role in any organization. Sometimes, they have titles like CEO, COO, CIO, etc. Other times, the real thought leaders are deep within the organization—formally or informally influencing the speed and direction of progress. Often, it’s a mix of both (most ideal, in my opinion).

It doesn’t take long working with people (in business or everyday life) to recognize some common personality types. See if any of these sound familiar:

The Opportunist – “What’s in it for me?”

The Rule Follower – “What will our boss think?”

The Naysayer – “Let me tell you all the ways this won’t work.”

The Over-Analyzer – “Shouldn’t we think about this more?”

The Idea Generator – ”What about this new approach to the problem?”

The Go-Getter – “Why are we sitting here doing nothing… let’s move!”

The Rebel – “Who cares what the boss thinks?”

The Doer – “We’ve got all we need, so let’s start.”

The Supporter – “How can I help you with your goals?”

The Invisible Worker – “I don’t want to get noticed.”

The Minimalist – “How can I get by doing the least amount of work?”

The Escape Artist – “If this goes wrong, I wasn’t here.”

Which one is best?

That depends on the situation.

I tend to gravitate toward those who accept responsibility, take risks, and aggressively seek solutions. I like working with people who act first, ask for forgiveness later, and push organizations toward innovation and progress.

But even the most action-driven person benefits from a counterbalance. Someone who asks the tough questions, who sees the risks, who insists on analyzing every angle. Their input can temper an ambitious plan, provide a broader perspective, and uncover blind spots the team might otherwise miss.

Too many cautious over-analyzers, and an organization stalls. But completely ignoring their input? That’s a recipe for reckless decision making.

Look around your organization, your circle of friends, and the people you admire. How many of them fit into one or more of these categories? More importantly, which one(s) fits you?

And if you’re building a team for your next big project, who do you want on that team? Who will give your project the highest chance of success?

The key to a successful team isn’t about having just one type of person. It’s about striking the right balance. Recognizing that the strengths and weaknesses of each personality type will allow you to build a team that works effectively together, balancing momentum with careful consideration.

The best teams blend different perspectives and working styles to make smarter decisions and drive lasting progress.

Choose wisely, because the right mix can be the difference between failure and success.

Photo by Mpho Mojapelo on Unsplash

Busy Isn’t the Problem…Ineffectively Busy Is

Almost everyone claims to be busy. Many will even describe their endless to-do list—what they’ve done, what they’re doing, and what’s next—justifying their busyness.

Lots of articles explore different types of busyness. One that stands out for me, Busyness 101: Why Are We SO BUSY in Modern Life?, lists the following types:

-Busyness as a badge of honor and trendy status symbol

-Busyness as job security

-Busyness as Fear of Missing Out (FOMO)

-Busyness as a byproduct of the digital age

-Busyness as a time filler

-Busyness as a necessity

-Busyness as escapism

The last one stands out to me: busyness as escapism.

When we’re constantly busy, we get to avoid the hard things in life. No time to reflect on priorities. No time to find smarter ways to work. No time to focus on meaningful goals…ours or our organization’s.

Busyness lets us sacrifice our other responsibilities. We convince ourselves that our sacrifices are necessary, without questioning what they truly cost us or those around us. And we tell ourselves that once we’re “less busy,” we’ll focus on the important things we’ve been neglecting. The problem? We rarely become “less busy” (at least, from our perspective).

But the busiest effective people operate differently. These individuals aren’t just busy for the sake of it. They work with intention, with purpose. They prioritize. They seek smarter ways to work. They focus on meaningful goals rather than just checking off task lists.

These are the people who not only get things done but get the right things done. And they do it faster than everyone else. Why? Because they’re too busy to be distracted by nonsense and trivialities. They tackle the big things first, and often, the smaller things take care of themselves.

When I managed large organizations, I valued these employees the most. They weren’t just productive, but they were leaders. They inspired everyone around them to be more effective. Whenever a new project or opportunity arose, I sought them out. I knew they’d prioritize the new project well and deliver great results.

The difference between being busy and being effectively busy comes down to mindset. The most productive people don’t just fill their days. They own them.

Next time you catch yourself saying, “I’m so busy,” pause and think. Are your tasks productive and effective, or just occupying your time?

You may find that you’re not as busy as you thought.

Photo by Anna Samoylova on Unsplash…my eye is on the girl in pink who’s walking away from the rope (I bet you didn’t notice her at first)

Breaking the Rhythm of Mediocrity

Each of us has a natural speed. A rhythm that feels comfortable. Some of us move fast, always pushing, never stopping. Others take a slow, methodical approach. And some avoid movement altogether.

Occasionally, we can shift gears and speed up for a short-term need. But the comfort of our standard speed usually draws us back.

Dialing up is hard. It’s difficult to imagine doing more than we’re doing now. It’s harder still to visualize the better outcomes that could come from pushing ourselves and our organizations beyond the status quo.

Even worse is when we deliberately slow our pace to fit in. To blindly match our rhythm to those around us, in our workplace, our social circles, our environment. The groups we allow to shape us.

The slow, almost imperceptible tick-tock of our internal metronome feels safe, especially if it’s set to someone else’s rhythm. It’s predictable. It gives us a (false) sense of control when we have no control at all.

We tell ourselves that changing our settings would bring chaos. Better to stay safe and avoid the challenge.

If we’re willing to turn our settings down to accommodate others, why not turn them up to pursue our own goals?

Why not push beyond our comfort zone to improve, to evolve? Why not try to inspire those around us to ramp up?

The things we don’t change are the things we’re actively choosing. Doing nothing is a choice.

Life moves at a relentless pace, largely outside our control. What we can control is our response. We can set our internal rhythm to match what’s happening or set it to create what we want to happen.

Here’s a brutal truth: The outside world doesn’t grant or deny us anything. It keeps moving, with or without us.

It’s up to us to set our own tempo—not for the group, not for the organization, but for ourselves and the people who matter most.

Photo by Lance Anderson on Unsplash

Lessons in Failure – the Mark of a True Leader

There’s a saying that often floats around in entrepreneurial circles: “Fail fast, fail often.” While the origins of this phrase are up for debate, its lesson is clear. Failure isn’t just an inevitable part of leadership. It’s one of the most defining. How a leader reacts to failure (their own or their team’s) can reveal their true character and shape the trajectory of their future success.

But here’s the thing: writing about failure and leadership can quickly sound like a series of cliches. We’ve all heard the platitudes about “learning from mistakes” and “rising stronger.” But there’s a deeper message about what truly separates those who lead with integrity and vision from those who crumble when things go wrong.

When failure strikes, leaders face a choice. They can own it, adapt, and come back stronger. Or they can point fingers, wallow in resentment, and stall out. The decision often happens in an instant, but its impact can last a lifetime.

Great leaders take ownership of failure, even when it’s not entirely their fault. Why? Because owning failure builds trust. When a leader says, “This didn’t go as planned, let’s discuss what we’ll do to fix it,” they inspire confidence. They create a culture where the team feels safe to take risks, knowing that mistakes are part of growth, not reasons for punishment.

When leaders blame others, they erode trust. Pointing fingers, whether at the team, external circumstances, or bad luck, signals an unwillingness to reflect and adapt. Over time, this creates a toxic environment where innovation dies and progress stalls.

“Fail fast, fail often” isn’t about being reckless. It’s about embracing experimentation and accepting that not every idea will succeed. Failing quickly means you can pivot sooner, learn faster, and ultimately get to a better solution.

This idea requires two things:

Humility: The willingness to admit when something isn’t working.

Agility: The ability to adapt and try again without becoming paralyzed by setbacks.

Elon Musk is a great example. From continual iterations of experimentation and failure at SpaceX—including multiple RUDs (rapid unscheduled disassembly in rocket speak)—to the challenges Tesla faced in scaling production and support, he’s built companies on the idea of learning through failure. Musk doesn’t see failure as an end point. He sees it as feedback. A necessary step on the path to success.

To handle failure effectively, leaders need more than optimism. They need a process. Here’s a simple approach that works (notice I didn’t say it’s an easy approach):

-Recognize the failure and what it means. Be transparent with your team.

-Reflect on what went wrong without assigning blame. Focus on systems and strategies, not personal shortcomings.

-Identify key takeaways. What worked? What didn’t? What’s worth trying again?

-Adjust your approach based on lessons learned.

-Recommit to the goal with a renewed focus and determination.

Failure doesn’t only teach leaders how to solve problems. It shapes their emotional intelligence (if they allow it). Leaders who’ve faced setbacks tend to have more empathy and patience. They’ve had to overcome multiple failures themselves, so they know how challenging failures can be for their teams.

When leaders normalize failure, they create cultures where people aren’t afraid to take risks or push boundaries. That’s where breakthroughs happen.

The mark of a true leader isn’t perfection. It’s how they handle failure. Whether they embrace it as a teacher or fear it as an enemy. The choice of owning mistakes, adapting, and persevering defines not just their success, but the success of everyone they lead.

The next time failure arises, ask yourself: Will I let this moment shape me for the better? Will I lead my team through it with grace and determination? Will we learn from this failure?

The answers will set the course for everything that follows.

Photo by David Trinks on Unsplash