Section
On leading people, making decisions, and the work of running things.
19 posts
I ran into a former leader in a mall. Someone from a company I used to work with. I made sure I said hi. I went out of my way, I made sure he saw me, I did the whole thing. Then I walked away and felt the ick.
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One of the most valuable skills in business, and the same skill can march a company off a cliff. Both are true.
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The CFO's question is real. So is the CEO's answer. Twenty years on both sides of the training budget taught me which fear to respect.
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A few months ago I wrote LeBron off. Now the entire NBA is frozen, waiting on one 41-year-old to decide where he plays. That is what owning the narrative looks like, and why relevance is the only real leverage.
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We looked at the cruel ones who won and decided the cruelty was the reason. It never was.
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Before you open your mouth, figure out where the other person is coming from.
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Why the best managers keep asking, especially in the Philippines.
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The advice buys you time to build something real. The trouble starts when the building never happens, and you take other people down with you.
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Companies inherit their character and coast on it. People get judged on the last thing they did. The only reputation you really own is the one you carry between them.
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We imported America's idea that your job is your identity and the company is your family. It was a lie. We already had the real thing.
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We turned long hours into something to brag about. That's the part of the old work ethic worth dropping.
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I worked with a business unit head at Nestlé who had this habit. Every presentation, he’d ask for revisions. …
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A cluttered mind at the top leads to a cluttered organization at every level.
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Sam Altman is becoming the next Zuckerberg, and the lesson isn't just for tech executives.
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On Gen Z talent, micro-decisions, and why the leaders who trust their people are building something genuinely hard to compete with
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On social listening, signal vs. noise, and what separates good leaders from great ones
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Why care, context, and psychological safety are foundational skills, not soft ones.
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On setting direction, making decisions with imperfect information, and why coaching is the highest form of leadership
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On purposeful communication, storytelling with data, and why facts alone rarely move people
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