Every few years, a new personality style model bursts onto the scene, promising to crack the code on what motivates people. The cycle is familiar: “The old tools like Myers-Briggs, DiSC, StrengthsFinder, or Culture Index are outdated. They don’t capture
Every few years, a new personality style model bursts onto the scene, promising to crack the code on what motivates people. The cycle is familiar: “The old tools like Myers-Briggs, DiSC, StrengthsFinder, or Culture Index are outdated. They don’t capture
Summary Insight: AI made workers faster — but companies remain slow. The next revolution isn’t in the models. It’s in the structure that lets intelligence flow. Key Takeaways: AI boosts individual productivity but hits systemic bottlenecks. The constraint isn’t capability
If we don’t exercise our strengths, we lose them. And when we lose them, everything else starts to decline. I’ve coached leaders for a long time on the necessity to play to your strengths and passions. One pattern I see
How to tell when it’s time to bring things back together. Because every structure eventually swings too far apart. There’s a natural tension in every organization: The need to bring things together — and the need to push them apart.
Nothing changes until you do. And when you do, everything else follows. For years, I tried to fix outer conditions — my business, my team, even my own habits — without changing the inner lens I was looking through. And
Summary Insight: The hiring funnel is dead. In an AI-saturated world, polish is cheap — proof is priceless. The winners won’t widen their funnels; they’ll invert them to test truth inside real work. Key Takeaways: AI destroyed résumé signals —
Firefighting feels noble. But it’s a symptom of poor design. When everything’s on fire, it’s easy to feel important. Needed. Even heroic. You’re solving urgent problems, making big calls, saving the day. But here’s the hard truth: if you’re always
“Don’t ship your org chart.” That’s the mantra software teams have repeated for decades—as if you could somehow outsmart the structure you work within. But Conway’s Law isn’t a suggestion to be clever. It’s a description of reality: Any organization
Overthinking isn’t thinking. It’s just noise pretending to be insight. A few weeks ago, I met with a group of twenty-somethings — fresh graduates trying to figure out what to do with their lives. One of them asked how I
Inexperienced leaders to fix problems before they’ve diagnosed the system that creates them. They tweak incentives, shuffle roles, or launch new initiatives—without seeing the structure underneath. Then they wonder why the same friction keeps reappearing. Every organization is a living
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