The Leadership Blueprint

If you have recently become a manager and feel less connected to the people around you, start by looking at what changed with the promotion. The people you worked alongside may now depend on you for assignments, feedback, and decisions. You are learning how to lead them while also figuring out what your relationships should look like. That deserves attention as we approach Boss's Day. [1] A newly promoted manager may be receiving congratulations while still trying to work out

With Boss's Day coming up on October 16, I think we should reflect on who holds the position. [1] We can admire someone for their ability to lead and wonder if they have adequate support around them. They can have people around them all day long and wonder at the end of the day whom they can confide in. If you recognize that feeling, the question is worth taking seriously. You may have people who need your decisions, your time, and your reassurance. What you may be missing is

A few days ago, I wrote about the disconnect between Gen Z and previous generations and why I believe leaders need to spend less time criticizing younger employees and more time trying to understand the world that shaped them. But there is another part of this conversation that goes well beyond Gen Z. Technology has made communication easier than at any other time in human history. I'm just not convinced it has made us better at communicating. Think about how much has changed

I hear a lot of leaders talk about Gen Z. “They don’t know how to communicate.” “They don’t want to come into the office.” “They’re always on their phones.” “They don’t know how to have a difficult conversation.” “They don’t build relationships the way we did.” Maybe. But I think we’re asking the wrong question. Instead of asking, “What’s wrong with this generation?” perhaps leaders should be asking, “What happened during the years when this generation was learning how relati

I had two very different interactions with leaders on LinkedIn this weekend, and I have thought quite a bit about the contrast between them. The first involved someone I have known for more than 20 years, both professionally and personally, and someone I consider a dear friend. They were working on something over the weekend and asked if I would take a look at it and provide some feedback. My answer was a resounding yes. I was happy to help. Was it the weekend? Absolutely. Bu

Boss. Manager. Leader. We throw these words around as if they are interchangeable. They’re not. …and I think knowing the difference can have a profound impact on retention, associate satisfaction, and how your team performs, communicates, and collaborates. Each carries with it its own discipline and dynamic. A boss operates through position. “I’m the boss. Do what I say.” A manager leads through structure. “I have assigned you a goal. Here is the process to accomplis

One reason I maintained a 90+% retention rate throughout my leadership career was simple: My people knew I would defend them. That did not mean I believed they were always right. It did not mean I ignored mistakes, excused poor performance, or protected people from accountability. It meant that no one was going to publicly chastise, embarrass, reprimand, or tear down a member of my team without coming through me first. Over the years, there were bosses, managers, and leaders

I have come across several articles in the last week or so that have promoted the idea that leaders need to have favorite employees. The rationale was that some individuals do such a great job and possess such a great attitude, work ethic, and willingness to help others that they actually earn the designation of “favorite.” I get it. As leaders, we should celebrate the people who consistently go above and beyond. Excellence in performance should be rewarded. A great attitude

Every year, companies lose good people. Not because of pay. Not because of benefits. Because of how they were led. Let me explain it. The Problem: When someone quits, most companies blame the market. "There's a labor shortage." "People just want more money." "Nobody's loyal anymore." That's not it. Not usually. People don't leave companies. They leave leaders. They leave environments where they feel unseen, unheard, unfulfilled, and unimportant. And here's the part that sho

I’ve been thinking about America a lot lately. It might be because we’re celebrating 250 years as a nation. It might be because we seem to be screaming at each other more than we are listening. Doesn’t really matter. Either way, I keep coming back to the same thought. How often do we stop and consider what it really took to build this country? I’m not talking about dollars. I’m not talking about politics. I’m talking about people. Every freedom that we enjoy today came at a c

America celebrates its 250th anniversary on July 4, 2026. Think about that for a moment. Empires have risen and fallen. Kingdoms have disappeared. Revolutions have consumed nations from within. We have been attacked countless times, both at home and abroad, dozens of times. Yet for a quarter of a millennium, the United States has endured—not because we are perfect, but because our Founders built a system that recognized a timeless truth: Human nature never changes. People are

One of the things I've learned over the years is that history remembers the names engraved in history while forgetting those who made success possible. We do the same thing in business, in organizations, and sometimes even in our own families. The Revolutionary War was no different. Most Americans can name George Washington, Thomas Jefferson, Benjamin Franklin, and John Adams. Those names deserve every bit of recognition they've received. But every great leader has people aro

When we talk about America’s 250th birthday, the names usually come quickly. George Washington. Thomas Jefferson. Benjamin Franklin. John Adams. Samuel Adams. And they should. But there is another name that belongs in the conversation. Not because he was the loudest. Not because he was the most famous. Not because he always won the battlefield in front of him. His name was Nathanael Greene. And if we are honest about what it takes to win, Greene’s story may be one of the best

July 4th marks a monumental point in history for the United States: Our 250th birthday. Unfortunately, when we discuss the price paid for the freedom we enjoy, the axiom is true: out of sight, out of mind. To all generations alive today, we have to ask the following question. Do you know what the men who fought in the Revolutionary War and who signed the Declaration of Independence were actually risking? Not their reputations. Not their careers. Not friendships. The

Some people do not learn because they were told. Anyone who has raised children knows this point all too well. They learn because life finally gets their attention. That is especially true with strong-willed people. And I want to be clear — I am not using that as an insult. Some of the best people I have ever worked with were strong-willed. They had grit. They pushed back. They were not easily moved, and in the right context, that quality made them invaluable. But strength wi

Leadership starts at home. Early on in my career, I was eager to prove myself. I wanted people to look at me and see someone they could count on, someone who was special. I wanted to be the guy they asked when they needed someone to carry more. I wanted to stand out from the crowd. I wanted the leaders above me to know I was serious about my work. I was committed, and I was ready for what was next, regardless the cost. Ambition is a good thing. But ambition without perspectiv

Leadership theory has value. I believe that. Models, books, frameworks, and research can help us understand what good leadership should look like. But theory alone does not prepare you for the moment when a team member is hurting, frustrated, angry, afraid, confused, or ready to quit. Theory alone does not teach you what to say when someone walks into your office carrying more than a performance issue. Theory alone does not prepare you for the pressure of making hard decision

Leadership doesn’t always look like your team. Or your company. Sometimes leadership looks like the way you treat someone who could do absolutely nothing for you. My manager and I spent time with a gentleman back when I was just starting my career. He was in his 90’s and was one of our customers. Every once in a while he’d wander into our office. His memory was fading and he lived alone. The area he lived in was kind of bad too. So whenever he’d come into our store, we check

I inherited a brand-new team after my company merged with another organization. Some of the people I knew. Some I did not. My new boss was also someone I did not know. He was a nice enough person, but he did not give much direction or guidance. About eight months later, it was time for annual performance reviews. One person on my team was a woman in her mid-60s. She had a reputation for being difficult. She was opinionated. She asked a lot of questions. She could be mildly ar

It is understanding the situation well enough to give direction that actually fits reality. When Jerry accepted a senior management role, he was clear from the first interview that he was not a technical person. He had never coded, had not kept up with newer technologies, and was not being brought in as the technical expert. The understanding was clear: he would be leading 24 extremely experienced compliance team members, all of whom were contractors. His role was to manage t