Many owners and executives want to grow. But businesses that grow rapidly without focusing on business stabilization—solid operations, stable management, and profitability—often find themselves looking impressive but lacking true value.
Many leaders have a negative reaction to the word “accountability.” There’s often an assumption that it means calling people out, getting in their faces, or micromanaging their work. In reality, accountability in leadership is straightforward: it’s simply ensuring actions and results match expectations.
Glitter has a way of getting everywhere. This can be good or bad, depending on how you look at it.
Business partnerships require more than just trust to be successful.
Want to know how I’ve helped eight and nine-figure companies double or triple their size while making work easier?
Many of my clients, after a lot of hard work, finally experience the dramatic success they always dreamed of. Some accomplish more than they even hoped for. But instead of feeling excited, they feel overwhelmed.
Because freaking out doesn’t help your business.
There are more jobs available than qualified people to fill them. So what do we do now?
It’s said, “If you want to go fast, go alone. If you want to go far, go together.” This observation can apply to business as well.
It’s a grip test. Simply squeeze a tool called a dynamometer that measures your grip strength. The stronger your grip, the better your health and lower your risk of dying.
Many decisions have no clear, obvious correct answer. For some decisions, the best answer is difficult and possibly even painful. This is perhaps the most difficult aspect of leadership—the need to forge a path when it is unclear or challenging.
Most leaders end up in their roles for reasons other than knowing how to lead.
The only thing worse than not having a clear vision is having a poorly defined vision.
Effective leadership doesn’t require charisma. It requires character and competency.
Most leadership development programs aren't worth a bucket of warm spit. Actually, they might be worse than that.
The winning strategy is this: Be the best at attracting, building, and retaining your team. You can't play without a team.
While today's virtual teams leverage new technology, the underlying principles of what makes that work haven't changed.
Find a simple, but powerful, framework you can use as a tool to assess how your current board is functioning and what it needs to focus on.
As the saying goes, “If you want to go fast, go alone. If you want to go far, go together.” Successful leaders surround themselves with successful advisors.
What should you do when faced with two seemingly strong paths? Sometimes, a fast, good decision is superior to a slow, perfect decision.
