The people function tends to land in one of two places. Employee advocacy: protect people from the business. Or administrative process: run the paperwork that keeps the business compliant. Either way, the role is reactive. Either way, it sits downstream of the decisions that actually shape how work gets done.

Gia Ganesh, CPO and SVP of People and Culture at Florence Healthcare, calls herself a business leader who takes the lens of people. Not a people leader who happens to work in business. The accountability isn’t to engagement scores or retention metrics. It’s to execution speed. Are people decisions accelerating the company or slowing it down?

People decisions compound. And they compound fast.

Hire someone, see how it plays out over a few quarters. Move someone into a role, give it time. The feedback loop feels long.

Gia sees it differently. The right person making the right calls creates momentum that builds on itself. The wrong person making the wrong calls detracts immediately. Not eventually. Immediately. People decisions are a force multiplier, she says, and leaders don’t appreciate how quickly the math works, in either direction.

The damage from a bad hire becomes structural before anyone names it. A good hire often goes unnoticed because the work just flows. Nobody traces the cause when things are going well.

Hiring is the most consequential business decision an organization makes repeatedly. It belongs at the center of strategy, not at the end of a requisition process.

Underperformance is usually a clarity problem, not a motivation problem.

Someone isn’t performing. The default diagnosis is motivation. They’re not hungry enough. They don’t care. They need a better incentive structure.

Gia’s experience points somewhere else. Unclear context. Ambiguous priorities. Unspoken trade-offs. A mismatch between what someone brings and what the role actually requires. If someone can only walk and they’re on a team that runs, no incentive fixes that. It’s a fit problem, or a communication problem, or both.

The shift shows up in how managers run one-on-ones. Here are the goals, here are your priorities, here’s what I need from you this quarter. That’s how the conversation usually goes. Gia inverts it. Can you tell me what our business is trying to do? How does your work connect to the team’s goals? What trade-offs are you making? Who are you depending on?

Two people can sit in the same room, talk about the same project, and be working toward entirely different things. The gap between what a manager assumes and what an employee is actually building is where performance quietly falls apart.

Culture doesn’t hold. It dilutes with every hire.

Naming the values, setting the norms, creating the rituals. Leaders love the origin story, the early days when everyone was aligned and the energy was right.

Gia has watched what happens next, growing a team from 10 employees to over 275. Every person who enters either adds to the culture or takes something away from it. There is no neutral hire. The operating rhythm that felt natural at 30 people starts requiring deliberate reinforcement at 150, then again at 250, and the work never finishes.

Hiring is the most important cultural act. Not the values on the wall. Not the offsite. Not the Slack channel. The decision about who you bring in, repeated hundreds of times, is what the culture actually becomes.

Want to know what an organization values? Look at who they keep hiring and what those people do when nobody is managing them.

The lens, not the function

People leaders have been arguing for a seat at the table for years. What Gia does differently is attach specific accountability to the position. Not influence, not advocacy. Accountability for whether execution speeds up or slows down based on how people are hired, managed, and supported.

Take the people lens seriously and you hire as if every person changes the culture, because they do. You check for shared understanding before you question someone’s motivation. You stop treating people work as the soft side of business and start treating it as the place where execution lives or dies.

The people lens doesn’t make leadership softer. It makes it more honest about where results come from.

Recently I took some quiet time to turn an ongoing observation about team performance into something usable. I built a short Team Vision course that captures how teams step into a higher level of ownership—and how they drift away from it over time.

Take the Course

In every team there is a space that often goes unclaimed—not because it is forbidden or withheld, but because no one explicitly asks for it and few people think to step into it. When teams do claim this space, we label them “high-performing” and act surprised by the outcome, largely because it is uncommon outside of early-stage startups, even though it does occasionally emerge inside large organizations as well.

I’ve been fascinated by this pattern for years. Why do people placed in nearly identical situations end up with such different results? Again and again, the answer wasn’t talent, intelligence, or even effort, but structure. Robert Fritz’s work on structural dynamics gave me language for what I was seeing: behavior follows the path of least resistance. If you want different behavior, you don’t motivate harder or push through—you change the structure so the desired path becomes easier than the default.

I’ve applied this perspective in my work as an executive coach at Groove Management, partnering with technical leaders at companies like Databricks, Reltio, and LucidLink. I’ve also lived it firsthand in my own startup, Traction5, where I learned—often the hard way—what happens when you build from problems instead of from a clear vision of what you’re trying to create.

Along the way, I wrote about these ideas—why “fall in love with the problem” is often bad startup advice, and why some teams seem to grind endlessly while others steadily build. Those pieces resonated, not because they were novel, but because people recognized themselves in them.

Part of the challenge is that we’re surrounded by bad advice. We learn from survivor narratives—stories where success is explained using the language our culture rewards, like hustle, grit, and relentless problem-solving, even when an entirely different structure was what actually drove the outcome. What people say they did and what truly produced results are often not the same thing.

So I built the methodology into a product.

Team Vision Course. Free. Everything included.

The core idea is simple: great teams build toward something they can recognize, not just away from what’s broken. They hold a vision concrete enough to point to, alongside a clear and honest view of current reality, without judgment or spin. The gap between the two becomes a source of pull, not pressure.

Where many frameworks rely on pushing—hit the goal, close the gap, try harder—this one creates pull instead. When a team can hold both vision and reality at the same time, the distance between them generates momentum rather than stress.

What’s inside:

• Videos that walk through the model and three detailed case studies (IBM Watson Health, Figma, and Convoy).

• Canvas you can work through with your team.

• Facilitation guide that captures the traps I most often see teams fall into.

• Practice exercises designed to sharpen recognition before you ever try to run it live.

I’m hoping for the course to be used on its own with colleagues, startups, or side projects. If you run it, I'd like to hear what happened. Some teams will want a facilitator, rather than wearing both the builder and facilitator hats. If that kind of support is useful, I’m available.

Enroll Today

The space between what’s required and what’s forbidden is far larger than most teams realize. This course is about learning to see it, and then claim it.

These are the five disciplines of command in the age of complexity. Master them together, or watch each fail alone.

1.Mastery Over Self

The first command is over the self. To master the mind is to free it from its own certainties. To master emotion is to steady the hand when the storm rises. To master instinct is to choose, not react. The commander who achieves this need not pretend to know everything — they know what they don’t know.

2. Courage to Burn Old Maps

Every general fights with maps. No map is ever complete. Victory belongs to the one who can march with more than one map in hand — and celebrate when they must discard the one that brought them this far. The commander who never burns old maps ends up fighting the last war twice.

3. Vision Carried, Not Sold

Vision created alone is the vision that dies alone. The strongest banner is woven from the aspirations of those who must carry it into battle. The discipline is not merely to raise the banner, but to weave it from threads you didn’t choose, in colors you didn’t expect, creating something stronger than your imagination alone could design.

4. Council of Many Minds

The strongest councils are those where many tongues speak and many minds spar. The disciplined commander convenes such councils, sits through the discomfort of fundamental disagreement, and draws wisdom not from the voice that speaks loudest but from the pattern that emerges from the clash.

5. The Networked Battlefield

The amateur sees only the enemy in front of them. Yet every battlefield is a node in a larger network. Enemies are dispersed, adaptive, and linked through invisible ties. Action in one place ripples across, triggers counterattacks, and shifts balances once thought stable. Control slips through your fingers if you cling to straight lines.

Why All Five

These disciplines are not tools in a toolkit. They are shields in a phalanx. One gap exposes all.

• Mastery over self without courage to burn old maps becomes rigidity.

• Shared vision without many minds becomes propaganda.

• Council of many minds without network awareness becomes groupthink.

• Networked thinking without shared vision becomes paralysis.

The leaders who endure in the age of complexity don’t stack these disciplines one after another. They weave them together, practicing them simultaneously, creating a kind of command not for the battlefields of the past but for the shifting terrain of now.

A certain General Peter Senge once mapped these same battle-tested practices, though he wrapped them in big academic words. This essay is simply a field translation of his doctrine — same edge, fewer syllables, sharper steel.

Doctrine may be written in theory, but command is proven in the field.

Organizations typically measure success in purely numeric terms—KPIs, performance metrics, and productivity scores. Employees often become passive data points on strategic maps, instruments used rather than empowered agents. Denise Cooper, an executive coach and seasoned HR leader, offers a compelling alternative: true organizational high performance isn't achieved by focusing solely on metrics, but by empowering individuals to become active creators of their organizational realities.

This empowerment isn't merely philosophical; it’s practical. It means fostering genuine agency within teams, allowing employees to actively shape solutions and innovations. Denise has consistently demonstrated that when organizations embrace human empowerment—such as shifting HR from a cost management function to a value-creating partner or encouraging workers to proactively address safety and operational concerns—performance thrives sustainably.

Empowered mentorship, distributed leadership, and value-driven HR illustrate the tangible impacts of inviting the full human experience into the workplace. Leaders who create environments where curiosity, autonomy, and individual responsibility are encouraged unlock the deepest levels of commitment and innovation.

Yet, recognizing humanity at work remains disruptive in many organizational cultures. It challenges traditional beliefs about hierarchy, authority, and control. Perhaps, the unease we feel when discussing humanity in business reflects our unspoken recognition that the workplace needs to evolve beyond mechanical views of productivity.

It's time to ask ourselves openly: Why is it controversial to bring the fullness of our humanity to work? What would it look like to empower people not merely as instruments of production, but as true co-creators in organizational success? The answers could redefine high performance in profoundly human terms.

Empowerment in Action

From Cost Control to Value Creation

Organizations traditionally position Human Resources as gatekeepers focused primarily on controlling costs—managing hiring budgets, benefits expenses, and turnover rates. Denise Cooper challenges this limiting view by repositioning HR as an active partner in organizational growth. In one notable case involving a call center, Denise shifted the conversation from simply managing hiring costs to actively investing in enhanced training and improved hiring practices. By reducing onboarding time from six weeks to four weeks, Denise and her team directly contributed to a $2.3 million increase in productivity and revenue. Empowering HR to view themselves as drivers of tangible business outcomes significantly transformed organizational performance.

Empowering Employees for Operational Excellence

Safety and operational efficiency often suffer under command-and-control cultures, where workers passively comply rather than proactively engage. Denise describes an innovative approach in a chemical manufacturing context where traditional punitive measures failed to reduce accidents. Instead, employees were actively encouraged to report "near misses," incidents narrowly avoided through chance. By reframing safety reporting as proactive care rather than blame avoidance, workers felt empowered to protect themselves and their colleagues. This shift towards empowerment drastically reduced safety incidents, proving that genuine employee engagement enhances both morale and operational effectiveness.

Structured Mentorship: From Answers to Curiosity

Traditional mentorship models often center around mentors as repositories of answers, with mentees passively absorbing knowledge. Denise advocates for a radical shift—structured mentorship driven by curiosity, co-creation, and mutual discovery. Effective mentors, in her view, don't simply provide solutions; they facilitate powerful inquiry and independent problem-solving. This approach transforms mentorship into a dynamic partnership, empowering mentees to confidently explore and innovate rather than merely following prescribed advice. Structured mentorship thus becomes an engine for sustainable organizational learning and innovation, deeply rooted in individual empowerment.

Distributed Leadership & Collective Agency

Leadership as Environment Creation

True leadership goes beyond personal authority or positional power; it involves creating environments where every individual feels empowered to step into leadership roles. Denise Cooper emphasizes that genuine leadership sets conditions for distributed agency—encouraging team members to actively contribute, innovate, and take ownership of organizational outcomes. Effective leaders don't simply direct; they cultivate spaces where responsibility and creativity naturally thrive.

This shift from hierarchical control to distributed leadership profoundly impacts organizational performance. When team members see themselves as integral participants rather than passive executors, their motivation and productivity increase exponentially. Denise’s perspective challenges traditional top-down paradigms, underscoring the power of environments that inspire collective ownership.

Cultivating Empowered Teams

How can leaders practically build such empowering environments? Denise recommends several key strategies:

• Encourage Active Participation: Invite team members to contribute meaningfully to decision-making processes, explicitly valuing their input. Active participation cultivates a sense of ownership and responsibility among team members.

• Create Safe-to-Fail Spaces: Foster cultures where experimentation is encouraged, and failure is viewed as a vital learning opportunity. Safe-to-fail spaces empower individuals to innovate without fear, increasing agility and resilience.

• Promote Transparent Communication: Openly share information and decision rationales. Transparency builds trust and empowers team members with the context they need to make informed contributions.

• Model Curiosity and Openness: Leaders should demonstrate continuous learning and curiosity, openly acknowledging when they don't have all the answers. This behavior creates permission for others to embrace learning and exploration as essential components of their roles.

• Recognize Collective Success: Celebrate team achievements and acknowledge the contributions of individuals at all levels. Recognizing collective efforts reinforces the idea that success is a shared, collaborative endeavor rather than an individual pursuit.

By embedding these approaches into everyday organizational practices, leaders can foster genuine distributed leadership and collective agency, unlocking deeper levels of innovation, satisfaction, and sustainable high performance.

Practical Steps for Human-Centric Leadership

Implementing a genuinely human-centric approach to high performance requires deliberate and practical action. Leaders and organizations can immediately adopt several key practices:

• Begin with Pilot Projects: Initiate change with small, manageable teams or projects. This allows for focused experimentation, learning, and demonstrable successes that build momentum.

• Shift Measurement Frameworks: Transition from purely quantitative metrics to qualitative assessments emphasizing behavior alignment, learning, and innovation. Regularly evaluate team dynamics, collaboration effectiveness, and individual empowerment as indicators of true organizational health.

• Normalize Vulnerability and Learning: Encourage leaders and team members to openly acknowledge uncertainty and mistakes as part of the growth process. Creating safe environments for vulnerability reduces fear-based behaviors and promotes authentic engagement and risk-taking.

• Foster Active Curiosity: Encourage questioning and exploration at every organizational level. Mentors, managers, and leaders should regularly ask powerful, curiosity-driven questions that inspire reflection, innovation, and deeper problem-solving capabilities among team members.

• Regularly Share Human Stories: Embed personal narratives and genuine stories within organizational communication. Human stories strengthen emotional connections and reinforce the shared purpose, bridging the gap between individual experiences and collective goals.

Embracing Our Full Humanity at Work

Reflecting again on the paradox introduced earlier, the notion of embracing our full humanity at work still remains surprisingly radical.

Yet, recognizing and honoring humanity in organizational cultures often encounters resistance not because it's objectively impossible, but because of perceived short-term risks and pressures. Traditional business environments, driven by fear cultures, overwhelming stress, immediate result pressures, and resource scarcity, often leave little space for humanity and creativity. Managers focus on immediate outcomes to secure bonuses; shareholders demand quick profits, neglecting sustainable purposes or healthier work environments.

However, as Denise Cooper demonstrates, leadership fundamentally shapes these environments. True leadership involves a willingness to accept short-term risks for the promise of lasting rewards. Such risks include experimenting with empowering practices, decentralizing decision-making, and genuinely engaging employees as active contributors. In the long term, these practices foster sustainable environments, deeper team buy-in, shared responsibilities, and innovative problem-solving that can even alleviate pressures and expand organizational capacities.

Crucially, true leadership extends beyond immediate organizational outcomes, enriching team members' lives and professional journeys. It creates spaces where purpose emerges authentically, allowing individuals to grow, develop transferable skills, and confidently navigate career choices—within or beyond the organization. Such empowerment enables individuals to recognize and leave truly toxic cultures, enhancing overall employability and life satisfaction.

Denise’s work shows that embracing humanity at work, even within large organizations, is indeed achievable. It requires courage, intentionality, and a commitment to true learning and authentic leadership.

Ultimately, the question becomes not whether we can afford to embrace humanity at work, but whether we can afford not to. Leaders who choose empowerment and authenticity create teams capable of extraordinary achievements, no matter the context. Are you ready to accept the short-term trade-offs to unlock lasting growth, engagement, and meaningful impact for your team?

Most of what we call “learning” is simply knowledge absorption—structured lessons, detailed frameworks, controlled instruction. But real learning doesn’t work that way. It happens through experience, through failure, through pattern recognition in real-time.

A child can read about how a bicycle works, memorize the mechanics of balance, and even study professional cycling techniques. But until they actually get on a bike, wobble, overcorrect, and feel their body adjust, they haven’t learned how to ride. The same is true for almost every skill in life.

The Illusion of Learning: When Knowledge Fails in Reality

We’ve been trained to believe that knowledge is learning. But in the real world, memorized information often collapses under pressure. Consider these examples:

• Studying a foreign language vs. trying to speak it with native speakers. You can memorize vocabulary and grammar, but when thrown into a fast-moving conversation, real learning begins—adapting in real-time, reading social cues, improvising when words fail.

• Reading a book on parenting vs. dealing with a crying baby at 4 AM. Every guide says one thing, but real parenting is about instinct, patience, and recognizing patterns in your child’s behavior.

• Training for leadership in a business course vs. leading in a real crisis. Leadership frameworks are clean and logical, but when a project is collapsing, and your team is panicked, what matters is adaptability, emotional intelligence, and staying calm under uncertainty.

• Learning about negotiation in a role-play exercise vs. facing a tough, unpredictable client. In theory, people act rationally. In real life, people bring emotions, unspoken agendas, and power plays that no textbook scenario can fully capture.

These failures of traditional learning aren’t just occasional—they are systemic.

Why Traditional Learning Fails in Dynamic Environments

Real life is messy, fast-moving, and unpredictable. Traditional learning assumes:

1. Problems have predefined solutions (but real challenges require improvisation).

2. Situations unfold in controlled environments (but real conditions change in unpredictable ways).

3. Mastery comes from memorization and repetition (but in reality, it comes from engaging with complexity and making sense of it as it happens).

Pattern recognition—the ability to notice shifts, sense what is emerging, and adjust in real time—is what separates true learning from mere knowledge acquisition.

Alex’s Story: When Negotiation Theory Collides with Reality

Alex had spent two years in an elite MBA program, mastering negotiation theory. He could explain BATNA (Best Alternative to a Negotiated Agreement), define ZOPA (Zone of Possible Agreement), and analyze power dynamics using structured frameworks. His classroom simulations had gone well—structured exchanges where both sides were incentivized to reach an optimal outcome, expanding value rather than just dividing it.

Then, he walked into his first real-world negotiation: a supplier deal for a mid-sized tech company where he was interning. The stakes were high—the company needed to lower costs without compromising delivery timelines. Confident in his training, Alex approached the meeting with a structured plan.

At first, everything seemed to go smoothly. Alex laid out his BATNA, positioning the alternative supplier as leverage to secure a better deal. The supplier nodded, took a slow sip of coffee, and said, ‘That’s great, Alex. But let’s talk about trust. Your company has been with us for five years. We’ve been flexible when you needed it. We’ve absorbed rising material costs without passing them on. Now you’re coming in, not just pushing for a lower price, but treating this as a transaction instead of a relationship. Is that really how you see value?”

Alex hesitated. This wasn’t in the script. He scrambled to counter, reiterating that the company needed to optimize costs. The supplier smiled and let the silence stretch. Ten seconds. Fifteen. Twenty. The weight of it pressed down on Alex, who suddenly realized—he had no idea what to do next.

When he tried to regain control, the supplier subtly shifted the conversation. "You know," he said, "I had a great conversation with your CFO last week. She told me she values stability over short-term cost savings. If that’s still the case, we might be able to adjust things on our end—but not if we’re being pressured."

Alex felt his leverage evaporate. He had come in expecting a rational exchange of offers and counteroffers. Instead, he was facing a complex interplay of relationship history, emotional leverage, and unstated power dynamics that no classroom role-play had prepared him for.

By the end of the meeting, Alex realized he had lost control of the negotiation. His frameworks, which worked so well in controlled exercises, had failed against the unpredictable, multi-layered realities of actual business dynamics. He hadn’t been reading the room, adapting in real time, or recognizing emergent power shifts—he had been trying to force theory onto a living, shifting negotiation landscape.

How to Recognize Real Learning

You've heard it before. "Fail fast." "Get real-world experience." "Learning happens when you step outside your comfort zone."

All true. But let’s be honest—this is the kind of advice that sounds good but often leaves you right where you started. Why? Because even when people think they’re learning by "failing fast," they’re often just running controlled, low-risk experiments in environments that still feel safe. That’s not learning. That’s just a slightly riskier form of rehearsal.

You know you’re learning when reality punches you in the face, and suddenly, the mental models you trusted crumble right in front of you. When your confident assumptions meet an unexpected force, and you’re left standing there, stunned, trying to make sense of what just happened.

Like Alex, sitting in that negotiation room, realizing that the silence from the supplier was not a pause for consideration—it was a weapon.

Or the first time a new leader delivers what they think is an inspiring speech, only to watch their team react with blank stares and polite nods, signaling, This person doesn’t get it.

Or the moment an investor, who nodded enthusiastically through your pitch, shakes your hand and says, "I love your energy. Keep me updated," and you realize—they’re never going to fund this.

A Deeper Look: When Negotiation Reality Hits

Let's return to Alex in that negotiation room. What makes this moment real learning rather than rehearsal? It's not just about discovering silence as a tactic—it's about experiencing how reality itself shifts when you move from simulation to actual stakes.

Alex had practiced negotiation. Role-played scenarios. Studied win-win strategies. But in that room, facing that silence, something deeper collapsed: the very idea that negotiation was about "winning" at all.

What emerged wasn't just a better tactic, but a fundamentally different understanding. The real game wasn't about outcome optimization—it was about creating the right space for possibilities to emerge. The silence wasn't just a weapon; it was revealing the limitations of Alex's entire approach to human interaction.

This is what makes it real learning: not just the shock of a tactic unexpected, but the dissolution of an entire framework for understanding reality. The path forward wasn't about better counter-moves, but about learning to create containers where genuine exploration could happen—even with supposed "opponents."

In the end, Alex's greatest learning wasn't a new negotiation strategy. It was discovering that the very framing of negotiation as a space to "win" was itself a limitation. Real mastery meant learning to hold space for something neither side could have imagined alone to emerge.

How to Train for Reality, Not Rehearsal

1. Create spaces where truth can emerge. Instead of just seeking discomfort, look for environments where reality can actually show itself—where your assumptions have no choice but to meet genuine resistance. If you're choreographing the interaction, you're still in rehearsal mode.

2. Allow natural consequences to teach. Real learning isn't about manufacturing risk—it's about engaging with situations where reality itself responds to your actions. The sting of failure isn't the point; it's about entering spaces where genuine feedback is unavoidable and immediate.

3. Watch for pattern collapses. The moment your understanding breaks isn't just about being wrong—it's a signal that you've encountered a deeper truth. Pay attention not just to what breaks, but to what new patterns emerge from the collapse.

4. Trust emergence over control. Instead of trying to "fail fast," focus on creating conditions where reality can actually teach you something new. The best learning environments aren't designed—they're discovered through genuine engagement. Just like that child on the bicycle, mastery comes not from controlling the learning but from creating conditions where natural balance can emerge.

5. Look for resonance, not just results. True learning shows up as a shift in how you see reality itself, not just in what you know how to do. When your understanding resonates with what's actually true, you'll feel it—and it won't always be comfortable.

The goal isn't to collapse false confidence for its own sake. It's to create space for real understanding to emerge—even if that means letting go of everything you thought you knew about how learning works.

Interested in more learning? Explore When Life Becomes Your Teacher.

"Здравствуйте," she began. "I wanted to write here because I don't know how quickly I can reach you. An investor and potential interim CEO is coming to Charlotte. He's been in the field of medicine and startups for a long time, and I'd really like for you to meet him. Do you have time on Tuesday? Maybe you have thoughts on who else he could meet while he's in Charlotte next week."

The timing wasn't ideal. Tuesday through Thursday, I'd be in Las Vegas. But I suggested Monday. We arranged to meet at 11:00 a.m. at Hygge, a co-working space near Uptown Charlotte.

Cole arrived with quiet confidence. A man accustomed to complexity, he spoke with the precision of someone who has untangled problems others avoided. He was there to stabilize, to build, to prepare for the next chapter of a company's journey.

We connected. An hour passed quickly. By the end, he invited me to lunch. The conversation spilled over, and I invited him to join me for a podcast conversation later that week.

A Conversation That Swings Both Ways

The morning of January 10th, before the winter storm rolled in, Cole and I sat down to record. The theme that emerged was clear: the delicate tension of leadership.

Cole framed leadership as a pendulum — an ongoing swing between systems and humanity. He called it "hammer and heart." Systems, metrics, and structure provide the foundation, the hammer that builds and refines. Humanity, relationships, and patience provide the heart that guides those structures with compassion.

"Some days, you need the hammer. Others, the heart," he explained.

This dynamic is vividly reflected in his work with Margik, a company pushing the boundaries of organic LED technology. Margaret, the founder, thrives in the lab, where her passion for research and development drives innovation. Cole's role is to create the operational foundation that allows her to focus. "If someone loves the lab," he said, "let them stay in the lab. Give them the freedom to excel."

At the same time, he recognizes the importance of aligning metrics with purpose, a lesson also highlighted in From Fire to Fuel: How Purpose Shapes Metrics, KPIs, and Decision-Making. Metrics, Cole noted, are like tools—they should serve the fire, not extinguish it. His work involves ensuring that KPIs reflect the company's broader mission rather than overshadowing it.

Hammer, Heart, and the Challenges of Leadership

Cole’s leadership philosophy isn’t abstract. It’s shaped by years of hands-on experience, including his time at JR Electronics, a family-owned company specializing in nurse call communication systems. The company wasn’t struggling, but its deeply rooted culture presented a unique challenge: how to introduce change in a way that honored its legacy. “The family had been running the company a certain way for so long that change was very difficult,” Cole explained. Instead of pushing for immediate results, he leaned into patience, observing the rhythms of the organization and building trust through small, steady improvements. Over three years, he worked closely with the team, growing the company while learning to see change as a conversation rather than a command.

This experience didn’t just teach Cole how to navigate tradition—it reinforced a broader truth about leadership. “Sometimes you have to slow down, to listen, to notice,” he reflected. “That’s where the humanity of leadership shows up—in the pause.” It was, as he described, a “wonderful time,” and a reminder that growth isn’t just about systems or speed, but about creating space for people to believe in the journey.

At Margik, the pendulum is swinging again, but in a different direction. Margaret's vision for organic LEDs spans multiple industries, from medicine to defense. It's an ambitious mission that risks stretching the company too thin. Cole's role is to guide this energy, creating sub-companies under the Margik umbrella to focus on specific markets. "It's like guiding a river," he explained. "You don't dam it — you channel it."

This delicate balance between structure and purpose echoes deeper truths about organizational life. Like the fire that pulls teams together in Purpose Before Team, the pendulum's swing between systems and humanity isn't just about management technique—it's about creating spaces where purpose can flourish. When Cole talks about "channeling the river" of innovation at Margik, he's really describing how to keep purpose alive while building the structures it needs to grow.

Finding Humanity in Leadership

Cole's health challenges have shaped his leadership profoundly. After enduring multiple surgeries and months of rehabilitation, he found himself physically confined but mentally sharper than ever - an experience that fundamentally shifted his understanding of leadership. "Physically, I was falling apart. Mentally, I was at my peak and wanted to help companies," he reflected. Some clients moved on, seeing only the wheelchair, missing the mind behind it. This experience forced him to confront how easily we reduce people to their immediate capabilities, missing their fuller humanity.

The irony wasn't lost on him - a leader known for systems and efficiency, now having to advocate for his own humanity. "I was mentally so capable of helping these businesses, but physically just not able to," he shared. This vulnerability deepened not just his empathy, but his understanding of how systems and humanity must intertwine. Leadership, he learned, isn't just about what can be measured, but what can be felt.

In one manufacturing role, Cole prioritized listening to employees. He spent months understanding their challenges, incorporating their insights into operational decisions. "When people feel heard, they stop resisting," he said. "They become part of the solution."

This philosophy ties back to purpose-driven leadership. Whether creating systems or mentoring founders, Cole emphasizes the humanity behind every decision. "You can't lead purely by numbers," he reflected. "People aren't machines. If you forget that, you might hit your KPIs, but you'll lose your team."

The Pendulum's Lesson

Leadership, as Cole describes it, is more than a balancing act—it's a dynamic dance between structure and spirit, between the measurable and the meaningful. The pendulum never stops because growth never stops. Each swing between systems and humanity creates new possibilities, new understanding, new ways of keeping purpose alive.

For Margaret and Margik, the pendulum is in motion. Cole is building the foundation, guiding the company toward stability, while giving Margaret the freedom to focus on her passion. Their partnership exemplifies what leadership can look like when systems serve people, and people give life to systems.

But perhaps the deepest lesson lies in Cole's own journey. His path from systems expert to purpose-driven leader, shaped by both professional expertise and personal crisis, reminds us that leadership's greatest power comes not from perfecting either systems or humanity, but from the wisdom to know when each is needed.

Leadership isn't about finding perfect balance. It's about staying in motion, guided by purpose, swinging between hammer and heart as the moment demands. In this constant movement, we find not just effectiveness, but meaning—not just success, but transformation.

Our full conversation, rich with stories of resilience and insight, dives deeper into this dynamic. But one truth remains clear: in the space between systems and humanity, purpose finds its home.

Traditional wisdom says: don’t manufacture. Wait for the wave. Save your energy and ride the momentum when it comes.

It sounds smart. I used to believe it.

But then I read The Seven Husbands of Evelyn Hugo. And over coffee with my friend Aabristi — a yoga instructor and senior software engineer —my perspective began to shift.

“Pure yoga teaches us to flow,” she said. “And life teaches something more: sometimes, you need to create waves.”

Her perspective stayed with me over the weekend. Someone deeply rooted in the discipline of yoga, yet pragmatic enough to understand the nuance of breaking the rule.
It made me ask myself: why was I so bound by this rule of wisdom?

Her words made me reflect on my own journey, especially the tension between waiting and acting. It pushed me to integrate my reading, her insight, and my own experiences to explore when leadership calls for patience and when it demands action.

This article is, in many ways, my thinking in progress.

When I moved to Charlotte, I didn’t wait for the wave. I joined a coworking space. I built connections intentionally.

One moment stands out. I organized an event series called Successful Negotiators. One of those events introduced me to Brian Formato.

What started as a single connection became a collaboration that has lasted eight years. That event wasn’t organic—it was manufactured. But it created a wave that carried meaningful momentum. Sometimes, intentional action is necessary.

Creative Tension: A Bridge to Manufacturing with Purpose

One of my favorite thinkers, Peter Senge, talks about creative tension. He describes the gap between vision and reality as a source of energy.

At first, this seemed at odds with traditional wisdom: don’t manufacture. But the deeper I reflected, the more I realized Senge’s idea doesn’t simply accept manufacturing. It embraces it.

Vision, at its core, is about manufacturing reality. It begins with imagination—a picture of the world that reflects your purpose.

Purpose is the fire you see in the world. Vision is your approach to that fire.

When purpose and vision align, your actions become grounded. For an individual, alignment means moving beyond ego—acting not out of fear or insecurity but from a sense of deeper meaning.

For a team, alignment means moving beyond personal agendas, optics, or hierarchy. It centers everyone on common goals.

Manufacturing with Intention

Manufacturing from ego—out of fear, impatience, or the need for recognition—doesn’t work.

It wastes resources. It’s unsustainable.

And even if it succeeds, it rarely feels fulfilling.

But intentional, strategic action aligned with vision and purpose is different.

It’s authentic.

It’s meaningful.

And sometimes, it’s essential.

There are times when you shouldn’t act.

As Sun Tzu reminds us: the general waits because he sees no path to victory.

But once the vision is clear, action becomes inevitable.

Creating waves isn’t just a tactic—it’s an integral part of leadership.

The Balance of Leadership

Leadership is not about choosing between waiting and acting. It’s about balancing the tension between organic growth and intentional action.

When vision, purpose, and action align, manufacturing momentum isn’t a compromise. It becomes a natural extension of leadership—a way to bridge the gap between reality and possibility.

Leadership isn’t just about going with the flow. It’s about knowing when to wait, when to act, and how to align every action with a deeper purpose. The challenge is not just in acting, but in ensuring that each step moves you closer to transforming vision into reality.

So how do we move from mechanical measurement to meaningful alignment? How do we ensure metrics don’t just measure outputs, but serve the gravitational pull of purpose?

Aligned vs. Misaligned Metrics: Seeing the Difference

Metrics aren’t neutral—they’re directional. They tell teams what to prioritize, what to celebrate, and what to worry about.

When metrics drift away from purpose, the organization starts optimizing for numbers instead of meaning. It happens subtly, almost invisibly, until one day you realize: the fire isn’t warming the room anymore—it’s just keeping the lights on.

Reflection: Measuring What Matters in Healthcare

I’ve often thought about how different healthcare systems approach metrics. On one hand, there are systems obsessed with speed—shorter consultations, faster throughput, lower costs per patient. On the other hand, some systems prioritize outcomes: patient recovery rates, emotional well-being, and long-term health impacts.

Both sets of metrics matter. But when speed becomes the defining measure of success, it can obscure the deeper purpose—to heal, to care, to make people whole.

Reflection: Metrics in Technology

The same challenge exists in tech companies. A purpose like 'Making technology accessible to everyone' sounds clear and inspiring. But when KPIs emphasize average revenue per user or subscription growth in premium tiers, purpose can slip into the background.

Purpose doesn’t disappear in these moments—it’s just quietly overshadowed by what’s easiest to measure.

Why Do Metrics Drift Away From Purpose?

Misalignment isn’t a dramatic betrayal—it’s a slow drift. It happens because:

• Financial metrics are easier to measure: They’re clear, visible, and quick to report.

• Short-term pressures dominate: Quarterly targets often override long-term goals.

• Legacy metrics persist: Old KPIs linger even when they no longer serve the strategy.

• Purpose feels intangible: Numbers are hard, purpose feels soft.

But when metrics are disconnected from purpose, they start pulling teams in different directions—efficient, yes, but rarely aligned.

You Can’t Measure Purpose Directly—But You Can See Its Effects

Purpose leaves footprints. You can see them in the way customers describe your product when you’re not in the room. In the way teams make decisions under pressure. In the stories people tell about their work.

If purpose were fully alive in your organization, what would you notice? What would change in:
- How your customers feel?
- The energy in your meetings?
- The decisions your teams make when trade-offs emerge?

Start there. Metrics should follow those answers—not replace them.

Practical Steps: Aligning Metrics with Purpose

Purpose-driven KPIs aren’t theoretical—they’re actionable. Here’s how leaders can start aligning their metrics with purpose:

1. Start with Purpose Questions:

• Ask: If our purpose were fully alive, what would we notice? What would success look like beyond revenue and efficiency?

2. Map Financial Metrics Back to Purpose:

• Financial health is essential, but it should serve purpose, not replace it. Tie financial outcomes to purpose-driven goals.

3. Watch for Trade-Offs:

• When financial KPIs and purpose metrics pull in opposite directions, leaders must notice—and address—that tension.

The Leader’s Role: Holding the Tension

Leading isn’t about choosing between financial performance and purpose—it’s about holding the tension between them.

In moments where trade-offs arise, great leaders don’t default to what’s easiest to measure. They ask deeper questions:
- What are we optimizing for?
- How does this decision align with our purpose?

And then they listen—to their teams, to their data, and to the subtle pull of the fire beneath it all.

A Personal Realization

When I started exploring the relationship between purpose and metrics, I was struck by how often misalignment isn’t intentional. It happens quietly—through small choices, inherited KPIs, and an unconscious focus on what’s easiest to measure.

But clarity comes from asking better questions. From slowing down long enough to notice where the gravitational pull of purpose is strongest—and where the numbers might be obscuring it.

It’s not about rejecting KPIs. It’s about asking if they’re pointing toward the fire—or away from it.

The relationship between purpose and metrics doesn’t exist in isolation—it evolves alongside an organization’s values and leadership style. In my article, Using Spiral Dynamics to Navigate Leadership and Organizational Growth, I explore how different value systems influence organizational priorities, decision-making, and alignment with purpose. Together, these perspectives provide a roadmap for navigating the tension between short-term metrics and long-term purpose.

Metrics aren’t the fire. They’re the wood, the air, the tools we use to tend it.

Are your metrics serving the fire? Or are they just keeping the lights on?

For most of my life, I viewed religion with deep skepticism. Richard Dawkins’ The God Delusion sat comfortably on my bookshelf, and his sharp critiques of faith-based thinking resonated with my analytical, evidence-driven mind. The rituals, doctrines, and metaphysical claims of religion seemed irrational — a way for people to avoid critical thinking or surrender agency.

But then, something changed.

I met someone — a spiritual practitioner — whose calm presence and clarity felt unshakable. It wasn’t about belief or doctrine. It was about how they existed in the world. They weren’t trying to convince me of anything; they simply were.

Curiosity led me to explore more deeply. I found my way to Eckhart Tolle’s writings, and his invitation to 'live in the now' struck a chord that my rational skepticism couldn’t dismiss. From there, I began meditating — not as an exercise to achieve something, but as a way to simply observe.

This wasn’t a surrender to irrationality. It was a suspension of judgment.

What I began to realize was this: the problem wasn’t necessarily with religion or spirituality itself. It was with how the tools of these traditions — rituals, texts, stories — are used and interpreted.

It’s like carrying a raft long after crossing the river.

2. The Raft and the River: Tools vs. Transformation

Spiritual traditions, like many human systems, offer tools — rituals, practices, scriptures, and teachings — designed to point toward something deeper: an experience of connection, insight, and transformation.

• The Outer Shell: This is the structure — prayer, meditation techniques, ceremonies, scripture study.
• The Inner Core: This is the outcome — presence, peace, insight, and a sense of connection to something larger.

The tools are essential. You need the raft to cross the river. But at some point, you must let go of the raft and step onto the shore.

Yet, so often, the tools become the destination. Rituals become mechanical. Beliefs become rigid. The outer shell becomes an idol, rather than a means.

In my early skepticism, I threw out the raft entirely, dismissing both the tools and the transformation they pointed to. But when I began meditating, reading Tolle, and exploring with an open mind, I realized something: the tools aren’t the problem — it’s how we relate to them.

3. When the Tools Become Cages: The Spiritual Gateway Problem

Religious and spiritual tools often invite people into non-rational spaces — stories of heaven and hell, metaphors about rebirth, symbolic rituals. These tools can act as gateways to deeper insight.

But there’s a catch: if critical thinking is suspended entirely, these tools can become traps.

• Stories intended as metaphors for inner transformation get taken literally.
• Rituals meant to cultivate presence become rigid performances.
• Teachings meant to point beyond words become rules for obedience.

I realized that Richard Dawkins wasn’t entirely wrong — there are dangers in unquestioned faith. But what Dawkins missed (and what I couldn’t see until I suspended judgment) is that tools, when used skillfully, can open up transformative spaces.

In meditation, I wasn’t asked to believe anything. I was simply asked to observe my mind. And through observation, something shifted.

It wasn’t about belief — it was about experience.

4. Horizontal vs. Vertical Growth: Two Dimensions of the Journey

Through my exploration, I began to notice two distinct dimensions of growth:

1. Horizontal Growth: Expanding outward — reading more books, attending more talks, practicing more techniques.
2. Vertical Growth: Deepening inward — cultivating presence, experiencing direct insight, surrendering the need for control.

In religion, horizontal growth looks like studying scripture, attending services, or following moral rules. Vertical growth is the quiet, inner shift where all those practices dissolve into being.

One isn’t better than the other. They are complementary.

• Horizontal growth builds the raft.
• Vertical growth gets you across the river.

But many people (myself included, for a long time) get stuck building and repairing the raft — endlessly preparing but never crossing.

5. Practical Reflection: How to Reassess the Tools We Carry

Letting go of the raft doesn’t mean abandoning tools altogether. It means using them wisely and letting them go when they’ve served their purpose.

A few simple questions I now ask myself regularly:
1. What purpose was this tool designed to serve?
2. Is it still serving that purpose, or am I just maintaining it out of habit?
3. What would it look like to let go or evolve it?

In my meditation practice, I no longer meditate to achieve something. I meditate to be with what is.

6. Conclusion: The Raft Isn’t the Shore

The tools of religion and spirituality — rituals, teachings, meditation — are rafts designed to help us cross rivers. But they are not the shore.

The lesson is simple but profound: Use the tools, but don’t mistake them for the goal.

The raft isn’t the destination. It was always just for crossing the river.

What is Change Management?

Organizational Change Management (OCM) is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. It involves the application of tools, processes, and techniques to manage the people side of change to achieve a required business outcome. OCM is essential for the success of any change initiative, as it helps to minimize disruption, maximize employee engagement, and ensure that the desired outcomes are achieved. In our talk, Deron focuses on one of several aspects of Change, Training and Development.

Here are the other key aspects of OCM:

1. Assessing the Change Impact.

2. Stakeholder Analysis and Engagement.

3. Communication Planning.

4. Resistance Management.

5. Change Implementation.

6. Monitoring and Evaluation.

7. Sustainability and Reinforcement.

Five Change Management Lessons

1. Understanding the Role of a Change Management Leader

Deron’s career in change management began as a trainer, where he quickly learned the importance of bridging the gap between complex systems and the people who use them. He explains, “Organizations invest millions of dollars in new technologies to streamline their business processes, but without ensuring their people understand and embrace these changes, they can’t realize the full return on investment.” This analogy of buying a Lamborghini without knowing how to use it effectively, maintain it, analyze its impact and readiness of ownership among many other important planning and strategy activities, perfectly encapsulates the necessity of his role: ensuring that employees are equipped and motivated to leverage new systems and business processes effectively.

2. The Power of Empathy and Active Listening

One of Deron’s most profound lessons is the transformative power of empathy, active listening, and taking immediate, thoughtful action based on feedback. He shares a formative experience from his early days working in an emergency room, where he learned that actively listening to patients and taking measures, however small, to alleviate their discomfort significantly reduced their anxiety and pain.

“In change management, you’re often dealing with individuals who may be resistant or fearful of change,” Deron explains. “By genuinely listening to their concerns, taking actionable steps to address their needs, and communicating with empathy, you can significantly reduce their resistance.”

Deron consistently applies this approach, engaging with team members at all levels of the organization. He emphasizes that empathy is not merely about understanding others’ feelings but about actively demonstrating that their input and experiences are valued. When executed correctly, this practice builds trust and fosters a collaborative environment, making it easier for people to embrace change.

3. Authentic Communication: A Crucial Tool

Authentic communication stands as a cornerstone of Deron’s approach to change management. He underscores the significance of being genuine and transparent when discussing changes. “People can sense when you’re not being authentic. If they perceive that you’re being dishonest or withholding information, it fosters mistrust and resistance.”

Deron advocates integrating authentic communication into all interactions, and not just in the workplace. This practice can involve simple yet impactful actions, such as initiating friendly conversations with strangers, engaging in meaningful small talk, and attentively listening to feedback. By demonstrating genuine interest and honesty, leaders can build stronger, more trusting relationships.

This approach highlights that authenticity is not a one-time effort but a continuous practice. By consistently showing transparency and sincerity, leaders can effectively mitigate resistance to change and foster a supportive atmosphere for transformation.

4. Managing Time and Priorities

Effective change management hinges on efficient time and priority management. Deron underscores the importance of concentrating on high-value activities while minimizing time spent on unproductive tasks. “If a meeting isn’t beneficial or doesn’t require your input, politely excuse yourself and use that time for more productive work,” he advises.

Deron’s disciplined approach to time management is a cornerstone of his success. By focusing on key priorities and avoiding unnecessary distractions, he consistently meets deadlines and stays within budget. His meticulous time management has earned him respect and trust from clients and colleagues alike. “Your ability to manage time and priorities is crucial to your effectiveness as a change management leader,” he asserts.

5. Building a Structured Routine

A well-structured routine is crucial for achieving and maintaining peak physical performance, mental clarity, and emotional stability, especially in demanding roles like change management. Deron starts his day at 3:30 AM, including weekends, with a regimen that includes prayer, meditation, yoga, physical exercise, sunbathing, two meals (midday and before sunset) and limited exposure to electronic devices. This comprehensive routine not only sets the stage for a productive day but also supports a fulfilling and well-balanced life.

“It took me years to develop a routine that works for me, but now it’s something I can’t live without,” Deron shares. He encourages others to develop their own routines, even if it means starting small and gradually building consistency. Make consistency the goal. “The right routine not only enhances your productivity but also enhances your overall well-being.”

Three Personal Transformation Lessons

1. Achieve Authenticity with an Advisor’s (or Your Mom’s) Guidance

2. Finish your creative process before getting feedback

3. Learn from everyone, and even from ants to pay attention to small details

Looking Ahead: A Vision for the Future

Deron’s vision extends beyond individual projects and organizations. Inspired by a visit to Guyana, he aims to have a broader social and environmental impact. He envisions a future where his talents and expertise can contribute to large-scale transformations, addressing issues like waste management and sustainable development.

“I realized that I can provide value on a much bigger scale than I had been doing. It’s about using my skills to make a meaningful difference in the world,” he reflects. This long-term vision underscores the importance of setting ambitious goals and continuously striving for personal and professional growth.

Conclusion

I am convinced that Deron Lespoir’s insights into change management offer valuable lessons for leaders and organizations navigating the complexities of transformation. By embracing empathy, active listening, authentic communication, efficient time management, and a structured routine, we can transform ourselves and our organizations. Meeting Deron was an enlightening experience, and I hope you find as much value in his insights as I have.

1. Recognizing the Need for Culture Transformation

Many organizations fail to see the necessity of culture transformation, often focusing on surface issues like ineffective leadership. Groove Management helps companies identify underlying cultural problems and align their internal environment with strategic goals. This holistic approach fosters a more cohesive and productive workplace.

2. Essentials of Management Program

The Essentials of Management Program is designed to equip leaders with the tools they need to manage others effectively. Unlike traditional training, which aims for uniform outcomes, this program emphasizes learning and development. It ensures leaders can motivate, inspire, and drive accountability. All people leaders, regardless of experience, participate in this program, promoting a unified language and understanding within the organization.

3. Overcoming Barriers to Leadership Development

Time and money are often the biggest barriers to investing in leadership development. Groove Management addresses these challenges by handling preliminary work and framing executive roles, allowing leaders to focus on strategic participation. The program’s flexible delivery, whether in person or remotely, ensures active engagement and real-time learning.

4. Evolution of Coaching

Coaching has shifted from a remedial tool to an accelerant for growth. Executive coaching, akin to personal training, requires the coachee’s active participation. Effective coaching involves guiding individuals to uncover their strengths and address challenges through thoughtful questioning rather than providing direct answers.

5. Integrating Personal Wellness

Brian’s coaching philosophy now incorporates personal wellness into professional development. He emphasizes the importance of a balanced approach to life and work, acknowledging the significant impact of physical and mental health on leadership effectiveness. This holistic view has become increasingly relevant, especially during the COVID-19 pandemic.

6. Process Consulting for Sustainable Solutions

Groove Management’s consulting methodology focuses on process rather than expertise. This approach engages clients in identifying and addressing their issues, ensuring sustainable and owned solutions. By involving clients in the problem-solving process, the solutions are more likely to be implemented and successful in the long term.

7. The Power of Positive Subcultures

Creating positive subcultures within larger organizations can drive significant change. Middle managers play a crucial role in fostering these subcultures, which can influence the broader organizational culture. While grassroots movements are challenging, they can effectively promote positive change and align the organization with its core values.

Conclusion

My reflection on my experience with Groove Management highlights the value of continuous growth and collaboration. I recommend the book “Organizational Culture and Leadership” by Edgar Schein and Peter Schein for further insights into organizational dynamics. These seven insights underscore the transformative power of effective leadership development, coaching, and culture transformation in driving organizational success.

Visit Groove Management Website
Connect with Brian Formato on Linkedin

For Leaders: Share Your Kryptonite

Understanding and sharing your weaknesses, like Superman does with his kryptonite, is a powerful leadership tool. It demonstrates strength and self-security, encouraging trust and openness within your team. When leaders share their vulnerabilities, they create an environment where team members feel safe to do the same, fostering a culture of mutual support and collaboration.

𝐇𝐨𝐰 𝐢𝐭 𝐰𝐨𝐫𝐤𝐬:

Superman shares his kryptonite with the world because he believes in the good of humankind. He trusts that more people will shield him from it than use it against him. Similarly, when leaders are open about their weaknesses, it builds trust and encourages a supportive atmosphere where team members are more likely to help each other rather than exploit those weaknesses.

Fostering Growth or Undermining Authority?

While sharing vulnerabilities is powerful, it’s essential to consider the context and the team’s maturity. Leaders should share thoughtfully, ensuring the conversation fosters growth rather than undermining their authority.

The timing and setting of sharing vulnerabilities are critical. In a crisis or high-stakes situation, sharing too much vulnerability might create anxiety or doubt. Instead, choosing moments of relative stability can help ensure the message is received as intended.

A mature team, with established trust and cohesion, is likely to handle and appreciate a leader’s vulnerability positively. In contrast, a less mature team may misinterpret it as a sign of weakness, potentially undermining the leader’s authority.

By sharing thoughtfully, leaders model authenticity and courage. This can encourage team members to be open and honest, creating a culture of transparency and psychological safety.

Practical Example:

Kryptonite is a big word. At work, practical small steps to take could be admitting mistakes, asking for help, and sharing challenges. Such behaviors from leaders can promote a culture of collaboration, support, constructive feedback, and continuous improvement.

𝐀𝐜𝐭𝐢𝐨𝐧 𝐈𝐭𝐞𝐦𝐬:

✔ Share Your Kryptonite: Open up to your team about your weaknesses and encourage a supportive conversation.

✔ Foster Team Support: Encourage your team members to share their own kryptonite, building a culture of trust and mutual support.

Embrace your kryptonite. Share your vulnerabilities. Strengthen your leadership.

And the core issue is absence of trust. Not just the trust that somebody will do what they said they were going to do. But the trust the allows team members to be vulnerable, admit mistakes, and speak up, because they will be heard.

There is a popular book “The Five Dysfunctions of a Team” by Patrick Lencioni I read a while ago. It covers the topic nicely. And yet, there is a difference for me between academic understanding that trust is essential to seeing how this plays out in the real world.

Trust may not matter that much when the work is structured, and things are clearly outlined. In the world of startups, the ask of the teams is to deliver the impossible. Such things cannot be accomplished through good management alone. You also need leadership that is built on trust.

1. Focus on one thing and excel at it. Go deep.

2. Embrace the diversity of human experience and explore many things. Go broad.

I’ve struggled to go deep because there are so many exciting opportunities and shiny objects that provide instant gratification. I don’t want to be defined by just one thing, but I do appreciate the value of depth, immersion, and thoughtful consideration of ideas.

I believe it’s possible to weave a thread through seemingly disconnected areas of interest, making everything come together cohesively.

One such thread is unlocking human potential. I pursue this for myself through books, personal connections, and new experiences. I help others achieve this through facilitation, executive coaching, and community building.

Another passion is storytelling. Stories create connections and shared understanding, making them powerful. Over the past few years, I’ve ventured into video storytelling and now feel ready to explore writing.

I’m truly excited to give this a try on this platform.

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