ARTICLES

Years ago, I was called out on a possible water leak. When I arrived, I found that the leak was on the service line between the meter and the house, which meant it was the resident’s responsibility to repair. The resident was a 90-year-old widow, and when I explained that, she told me she simply did not have the money to fix it. After talking with her for a while, I told her that if she could get some neighbors to help dig up the line, I would come back and make the repair. S

Abraham Lincoln is one of the clearest examples I know of what it looks like when a leader grows, learns, and keeps people at the center of the work. I have written before about the idea that organizations are built around people, and that leaders must shine a LIGHT on what helps people thrive: Love, Interpersonal Relationships, Growth, Happiness and Health, and Toxicity. Lincoln gives us a powerful historical example of that same truth. One thing I have always admired about

I once met with an employee who, at the time, was considered a top performer. Their results looked strong on paper, but there was a deeper problem. They rarely collaborated, often complained that teammates were “lazy,” and struggled to work well with the people around them. During that conversation, I was direct: “You need to become part of the team. If you don’t want to do that, then I don’t want you here, and I’d even be willing to help you find another job.” That employee

My wife and I were the general contractors and built our own home. It was an overall great decision for us: we got exactly the house we wanted, without having to pick from a standard plan book or settle for something that was “close enough.” But I’ll never forget the day we went to look for tile for our bathrooms. We hit no fewer than five tile stores. By the end of the afternoon, our phones were packed with dozens of photos, and honestly, it all started to blur. I couldn’t r

When people join an organization, they are not just looking for a job. They are looking for an experience. That is true in work just as it is in travel, dining, or entertainment. When someone goes on vacation, out to dinner, or to a movie, they are not only paying for the service itself. They are paying for the feeling, the memory, and the human experience that comes with it. People are no different when they join an organization. They want to feel welcomed, known, valued, an

One of the great truths I have come to believe is that small, consistent effort compounds into something extraordinary. This is true in money, in habits, in leadership, in families, and in organizations. It is also true in sports. At first, the gains are so small that most people miss them. But over time, those small gains stack on top of one another until the difference becomes impossible to ignore. That is the power of compounding. I like to think about it through a simple

Great organizations do not happen by accident. They are built by leaders who understand that culture, systems, accountability, and people all matter. In my experience, when organizations drift, it rarely happens all at once. It happens slowly, through habits, assumptions, and blind spots that weaken the organization from the inside. That is why I believe one of the most important leadership questions is not just what creates greatness, but what quietly destroys it. There are

One of the biggest communication mistakes I have made in my career is assumption. I have assumed people knew what I meant. I have assumed leaders understood the problems I was seeing. I have assumed employees understood the bigger picture. And if I am being honest, I have assumed far more often than I ever should have. That is what makes assumption so dangerous in communication. It rarely shows up as arrogance. More often, it shows up as efficiency. We think we are saving tim

Organizations spend a tremendous amount of time and money training employees for skills. They analyze performance, track key metrics, and prioritize results. Those things matter, of course — but one question rarely gets asked: What kind of experience are our people actually having at work? When most people join an organization, they’re looking for financial stability, benefits, and career development. But those are only part of the equation. Deep down, we’re all searching for

Last week, my nine-year-old son and I were at the baseball field doing what we call “dirt work.” I was hitting him ground balls, and he was throwing to first. We’ve done this hundreds of times, and he’s a very good fielder. But even the best fielders make mistakes — it’s part of the game. I hit one that took a few low bounces before a late high hop popped him right in the nose. Blood gushed everywhere. He started to cry, not just from the pain, but because he felt bad that he

When most leaders talk about their people, they start at the edges. They brag about their Unicorns—the rare ones who light up the room and pull everyone forward. They complain about their Rotten Apples—the anchors who fight everything and poison the well. But almost nobody talks about the middle. You know the ones. They show up. They get their work done. They don’t complain. They don’t ask for anything. They don’t create drama or demand a spotlight. If you’re not careful, the

For more than a century, most organizations have been built on a command-and-control mindset: leaders issue orders, workers comply, and success is measured by efficiency and obedience. Yet people have changed, work has changed, and expectations have changed. Today, most employees want what you and I want—control over their work, room to grow, and leaders who trust them enough to let them think, not just execute. A Brief History of Command and Control Command and control did n

In a planetary gear system, the carrier is the quiet hero—connecting sun gear, planet gears, and ring gear so everything turns in harmony. Communication plays that same role in organizations. It's not flashy, but without it, even the best strategies grind to a halt. I've spent years refining and trying to figure out better ways for teams to communicate. After countless morning huddles, one-on-one check-ins, and hard conversations, three principles emerged—what I call the 3 P'

The “Tetris effect” refers to a phenomenon where individuals who spend a lot of time playing Tetris (or similar games) begin to see the...

As I have talked to and worked with different cities, the absence of important data collection in many of these organizations is...

In any social or professional setting, the atmosphere can often feel as if it has a temperature of its own—one that is significantly...

In any organization, the role of departmental supervisor is crucial to ensuring that the team function smoothly and efficiently. One of...

In physics, a fulcrum serves as the pivotal point of a lever, allowing it to amplify force and achieve balance. A challenge in our...

This week my parents celebrate their 51st Wedding Anniversary. I have been blessed in many ways, but none more than them. They are at...

The performance cycle is crucial for effective management and team success. When we are doing each of these components well is when we...