25 Tantilizing Truths about Doing Business in the 21st Century (So Far)
The biggest challenge you face is understanding your current position and the assumptions you're making. Orientation is everything.
The New Leadership School
Edition 122: The requirements for turning leaders into more leaders
Not much keeps me up at night. Other than chronic pain, that is. Living with chronic illness is a really fun time, but that's a newsletter for a different day. One of the side benefits of living with
How Founders Beat Uncertainty
Right now, a lot of businesses are operating from a place of contraction. Taking what they can from a shrinking pie. But the winners? The ones who will make it through this moment and thrive? They’re not focused on getting a bigger slice—they’re focused on making a bigger pie
The only two things I require of a leader
All growth is change, and that starts with the leader, but it's gonna require more of you than ever before. Before we start a growth project, I test leaders on two things, and literally nothing else really matters after that.
It's not you. It's the *gestures broadly* this 👉
This polarization and degradation of trust at scale is incontrovertible and organizations that ignore its effects on how buyers buy and clients trust do so at their peril. Leaders say, "We don't know what happened. We used to have no problem getting new clients, now... if we're honest..."
You have to choose
Leaders imagine deep impact while running a business on "wide" actions. Margins are consumed. Prospects are confused.
You can't be both broad and deep without spending ungodly amounts of usually someone else's money. It's time to decide.
What's the best advice you gave this week?
Most founders/CEOs convince themselves that if not for them, the entire growth enterprise would collapse into itself, but the truth is, the executive suite is the primary reason why content operations fail and why brands underperform. Good news is, they can fix it.