Category Archives: Strategy

“A” Players Are Everything

The cover of the July/August issue of Harvard Business Review (HBR) makes a bold yet astute assertion: “It’s time to blow up HR and build something new.” Sign me up.

It’s no secret that I loathe so-called conventional wisdom on anything. And, the modern human resource function at most companies is teeming with wisdom that’s stale, hackneyed and does little to advance the bottom line. In fairness, HR professionals mean well. By design, most have very little interaction with core business functions. Additionally, they’re tasked with having tough conversations when it’s often too late to impact the game. So much of the function has evolved to serve a purely legal purpose. It doesn’t have to be that way.

Netflix does it better. The same folks who lure us into binge watching House of Cards and Orange is the New Black have developed a superior approach to HR. Back in 2007, Netflix wrote what Facebook COO Sheryl Sandberg has dubbed “one of the most important documents to come out of Silicon Valley.” That bare bones document is 127 pages of Powerpoint goodness, nothing short of a manifesto for those of us who make things happen.

To read more, click here:

The centerpiece of Netflix’s approach is hiring “A” players. I know, I know…that’s a given, right? Not really. Today’s standard business organization is structured like the classic bell curve with the expectation that mediocrity prevails, and exemplary performance is in short supply.

Conversely, Netflix recognizes that acquiring the best employees money can buy is transformative. One A-level player can often do the work of many mediocre and/or sub-par players. Therefore, it stands to reason that a company full of “A” players is a smaller, more productive organization.

Moreover, “A” players not only have the absolute best skill sets, but they’re also fully formed adults. They act reasonably and always with the company’s best interest at heart. They don’t need a 200-page employee manual to define the company’s best interest. They’re the same people that don’t need to be reminded on deadlines, how to be collaborative or when not to take a vacation. They just get it. Netflix recommends that managers pose the following “keeper test” to identify “A” players: which of my people, if they told me they were leaving for a similar job at a peer company, would I fight hard to keep?

HR professionals spend significant time on employee morale programs. This includes everything from providing premium coffee to organizing employee carnivals to hiring on-site personal chefs. In a culture of “A” players, the caliber of player IS the perq. This is the same as an athlete like J.J. Watt preferring to play with the best players in the NFL rather than have his favorite flavor of Gatorade on the sideline. As Netflix eloquently puts it, “Great workplace is stunning colleagues.”

Here are five additional pointers from the Neflix playbook on creating a distinct culture where “A” players thrive:

  1.  Give Generous Severance Packages. As part of evolving to an “A” player organization, you have to be willing to let go of employees whose skills don’t fit. That also applies to those people who have contributed historically and no longer fit the organization’s current needs. Awarding generous severance packages helps eliminate the emotion for everyone, and it gives people a positive and practical reason to move on.
  2. Eliminate Performance Reviews. Communication about performance between managers and employees should be organic. Conventional performance reviews are outdated, and they do little if anything to improve employee performance. Instead, consider implementing company-wide 360 reviews which tell an employee what her colleagues (supervisor, peers and direct reports) think of her and how she can improve. The companies with the highest performing and most collaborative cultures do these face to face rather than anonymously.
  3. Eliminate Performance Bonuses. It’s blasphemous, I know. But, most employees don’t know what factors drive their bonus and how they can impact it. If you’re disciplined about hiring “A” players and paying them at the top of the market, the performance bonus is unnecessary. “A” players play at the top of their game every day because it’s how they’re wired. A bonus doesn’t impact their performance.
  4. Emphasize Freedom and Responsibility. Cultures populated by “A” players don’t need incessant policies to govern behavior. For example, Netflix doesn’t formally track vacation for its employees. Their expense policy reads, “Act in Netflix’s best interest.”
  5. Don’t Tolerate Brilliant Jerks. Everyone knows at least one brilliant jerk. Maybe it’s the guy in your organization who’s been the number one sales person ten years in a row. He’s the definition of a rainmaker, but nobody can stand to interact with him. And, his emails…the epitome of obnoxious. Brilliant jerks are an enormous threat to high-performance, collaborative cultures. Resist them.

Manufacturing Opportunity

Biz Stone, Twitter’s co-founder, recently wrote a piece in Harvard Business Review’s June issue about creating opportunity that really resonated with me. In it, he wrote:

Some people think of opportunity the way it’s defined in the dictionary—as a set of circumstances that make something possible—and they talk about it as if it just arrives organically. You “spot opportunity” or wait around for “opportunity to knock.” 

“I look at it differently. I believe that you have to be the architect of the circumstances—that opportunity is something you manufacture, not something you wait for.”

I couldn’t agree more. I’ve long been a firm believer that the person who has a plan wins. It doesn’t have to be a perfect plan, but it does have to be thoughtful and rational. And, it has to be presented with conviction.

Passionate, driven people with a clear and proactive point of view stand out from the rest of the herd. I know that sounds ridiculously simplistic, but we human beings often make things way more difficult than they need to be. How many times have you heard a colleague lament about “if things were different” or “what we ought to do is _______”? Far too many people wait for someone else to initiate change and improvement, missing out on opportunity in the process.

The problem with waiting for opportunity is three-fold. First, it may never come along. Second, waiting wastes precious time for you and your business. And, third, languishing in the status quo creates unnecessary frustration for everyone involved.

I’ve manufactured opportunity throughout my entire career. The best example of this is my time at Outdoor Channel. I started at the network as the Director of Research in late 2004. Very quickly, I noticed that there was no coordinated marketing function – highly unusual for a network in 30 million homes with $100 million in revenue. Instead of promoting our brand with a unified voice, various people inside the network were doing random and disparate marketing activities. There was no cohesive look or message and no organized approach to driving viewership. Surprisingly, we were actually spending a significant amount on marketing activities. Yet, we had no tangible strategy nor were we tracking the return on our marketing investment.

So, after about 10 months in the business, I put together a proposal to start a consolidated marketing function. I presented it to my boss and asked for permission to forward it to the CEO. My boss graciously agreed, and two weeks later, the CEO invited me to his office to discuss my plan. He liked what he saw and presented my proposal to the Board of Directors. A few months later, I was named the network’s first Vice President of Marketing.

Over the next five years, I was promoted two more times under vastly different management regimes. More importantly, I assembled a team of some of the best and most entrepreneurial marketers in all of television. Together, we helped propel Outdoor Channel and had a lot of fun in the process. In 2011, that team won CableFax’s “Marketing Team of the Year Award.” Our “little engine that could” reigned supreme against much larger networks like TBS, TNT and TLC.

It all started with a simple plan.

I’d love to tell you that the plans and strategies I’ve crafted in my long history of creating opportunity have been magical and complex. I’d also love to tell you that they’re something only I could have created. The truth is that anyone with tenacity, conviction and good observation skills can manufacture opportunity.

The next time you find yourself “waiting for opportunity to knock,” knock it on its ass, and come up with your own plan. Always remember that the person with the plan – any plan – usually wins.

To read the entire article on Biz Stone’s inspiring story about creating opportunity, go here:



I started doing Crossfit almost three years ago. I was living in Knoxville, bored out of my mind outside of work and looking for a new fitness routine. A few friends suggested that I try Crossfit. I’d never heard of it. For those of you who aren’t familiar, Crossfit is a fitness regimen that entails constantly varied functional movement performed at relatively high intensity. Simply put, one day you might be doing heavy back squats; the next day you might be doing 200-meter sprints, push-ups and pull-ups. Every day presents a new and exciting challenge.

So, one muggy June evening, I showed up at Crossfit Knoxville after work. You never forget your first WOD (workout of the day). A lot of Crossfit workouts have names. My first one was called “Badger,” a hero workout done in honor of a fallen soldier. In this case, that soldier was a Navy Seal named Mark Carter. Badger consisted of three rounds for time of 30 65-lb. squat cleans, 30 pull-ups and an 800 meter run.


Competing in my second Crossfit competition in 2014

Needless to say, I scaled the workout – Crossfit lingo for modifying weights and movements to fit your capabilities. I did very ugly 55-lb. squat cleans, assisted (banded) pull-ups, and my running was APPALLINGLY slow – zombies from The Walking Dead could have caught me. It was a brutal workout that left me exhausted. I was instantly hooked and couldn’t wait for the next one!

As I got more immersed into the culture of functional fitness, I kept hearing the term virtuosity. Virtuosity is doing the common uncommonly well. In any serious functional fitness routine, you’re always trying to get better. Small tweaks and improvements add up over time and make a significant difference in performance. For example, you might practice a clean and jerk fifty times, making minuscule technique improvements to increase your weight by a mere five pounds. The improved results are important, but what you learn in the process is the real treasure.

The same applies to leading people. Seeking even small ways to improve on everyday things that are at the heart of your organization can pay big dividends over time. Furthermore, the more you pursue your own virtuosity at work, the closer you get to your team. And, close teams can accomplish anything (see Five Things the Pittsburgh Steelers Can Teach Us About Leadership

For example, I’m continuously tweaking meetings at work. I’m obsessed with having a few hard working ones that matter as opposed to a calendar full of hour-long sessions that have no real agenda or purpose. I’m fearless about canceling meetings that have lost relevance. Rather, I’m most concerned with creating get-togethers that are smart communication forums focused on action and accountability. I often solicit feedback from my team and colleagues on how to make these forums better. Each time, I learn something valuable about improvement and my team/colleagues. Virtuosity in action.

Don’t get me wrong: I love forging a new course as much as the next person. Just don’t save your innovation and energy for start-up initiatives. Give some attention to making everyday practices better. And, remember that your goal isn’t perfection. We all know that’s elusive. But, as Vince Lombardi once said, “We will chase perfection, and we will chase it relentlessly, knowing all the while we can never attain it. But along the way, we shall catch excellence.”

Five Things the Pittsburgh Steelers Can Teach Us About Leadership

I’m unabashed about my love for the Pittsburgh Steelers. The day I met Lynn Swann still ranks as one of the best days of my life (squarely behind my recent wedding to the love of my life, of course!). As a little kid in the 1970’s it was easy to be swept away by the legendary Steel Curtain, the very embodiment of blue collar camaraderie and all that is right about sports. Some kids liked flash; I liked the bravado of “just shut up and play hard.”

As a lifelong football fan and leader of people, I read everything I can get my hands on about the Steelers. And, I see so many secrets to success in the history of the greatest franchise in American sports. Seriously, it’s hard to argue with the Black and Gold’s success: 6 Super Bowl wins, 8 AFC Championships and 22 Hall of Famers. Success like that doesn’t happen by accident. It’s a result of a strict ethos that permeates the entire culture of an organization.

The Rooney’s, the owners of the Pittsburgh Steelers, provide a great case study on how to lead. Here are five things the Pittsburgh Steelers can teach us about leadership:

1. Close Teams Win Super Bowls. Dan Rooney is often asked why the Steelers have been so successful. Of course, the team has had top-notch players, coaches and team management. But, Rooney maintains that closeness wins Super Bowls. Even against the toughest of odds, close teams pull together and make things happen.

In my experience, the same applies to business. Close teams are successful teams. Closeness is built one day at a time, through every day interactions. It won’t happen if you’re locked away in your office on an executive floor. Get to know your people. Talk with them over coffee in the morning or take a handful of people to lunch on the fly. Realize that some of the greatest strides in building closeness come from low-key interactions that often have absolutely nothing to do with business. In fact, connecting on non-business topics like kids, sports or pop culture is actually the quickest route to fostering authentic closeness with your team.

2. Let the Coach Coach. This one’s simple: coaches are hired to coach. That means that the coach is the ultimate decision maker. The Rooney’s don’t micromanage the head coach. Instead, they let him do his job in good times and bad. This is refreshing in a sport that is replete with meddling owners who jump in and interfere at the first sign of adversity.

This has direct applicability to leadership in business. Micromanaging bosses are abundant. They swoop in and direct even the most minuscule activities, especially when times are tough. Resist the urge. Instead, focus on paving the way for your people’s success. Provide advice and encouragement, remove obstacles and let your direct reports do their job. It’s really that simple.

3. Don’t Believe the Hype. The Steelers are completely adverse to hype. Maybe it’s a Pittsburgh thing, but we’re programmed from birth to believe that if something sounds too good to be true, it probably is. In no place is this more apparent than the franchise’s drafting history. In general, the Steelers won’t break the bank to pay for the next big player. Instead, they often look for value players. A study conducted a few years ago revealed that the Steelers are the best in the NFL at drafting value players. It’s a philosophy that has served the franchise well.

Eschewing hype has direct applicability to business. Hype makes people frantic. Frantic people make poor decisions.   For example, when I started working at a television network a few years ago, we were positively wild about social media. A colleague and I actually coined the phrase “social euphoria.” In every corner of the business, people were doing small, disparate things on every social platform known to man. There was no strategy or stated endgame, just a lot of enthusiasm and activity. Once we slowed down, ignored the hype and formulated a strategy, measurable things started to happen in the social realm.

4. Patience is a Virtue. I know it’s trite, but the Steelers are a classic example of why patience is a winning strategy. The franchise has had three head coaches since 1969: Chuck Noll, Bill Cowher and Mike Tomlin. Compare that to the rest of the NFL, and you’ll see how truly rare it is. The Steelers don’t make knee jerk, reactive decisions. They don’t freak out and fire everyone after a poor season.

Patience pays off the business world as well. When I first started in one of my TV jobs, our network was struggling with ratings. The president was a brilliant guy, and when he took a deeper look into our issues, he noticed that we were changing our schedule frequently. We’d premiere a show and if it didn’t do well within a week or two, we’d pull it. This gave the audience no consistency, and it was a huge waste of programming and marketing resources. Once we committed to giving new shows a chance and “letting them breathe,” we started to see gains.

Making knee jerk decisions every time you encounter a setback is counterproductive. It hurts consistency and sends a message that you panic easily. Panicky people are scared people. Scared people inspire no one. Be patient, stay the course and figure out what’s going on before you react.

5. Character Matters. The Steelers are known for running an organization that does the right thing. They regularly pass on players with character issues, and they’ve spearheaded important policy changes in the NFL. The best example of this is The Rooney Rule. Established in 2003, it requires NFL teams to interview minority candidates for head coaching and senior team jobs. The rule isn’t perfect, but it’s a better, good faith effort for the league to get with the times and respect its audience.

Character is of paramount importance in business too.  Weave your commitment to it in everything that you do at work, and don’t compromise. A commitment to character takes courage. Surround yourself with only the best people and be brave.

Football fans are passionate people, and I run into plenty of folks who aren’t Steeler fans. Hopefully, these five lessons give even the biggest hater a reason to look at the Black and Gold in a different light. And, for those of us who love our “Stillers,” maybe it gives us something else to brag about.

Have a North Star

I’ve always been a strategic soul, plodding and planning my way through life. Along those lines, I’m a big proponent of having a central point of focus in both my personal and professional life. Some people call it a rallying cry. Others may call it a reason for being. The French call it a raison d’être which is just too cool for me to pull off. I call it my North Star.

Writing about my North Star seems especially appropriate, as this is a very important week in my life. You see, it’s the week of my wedding. On Saturday, my fiancé Ned and I are getting married in New York. Without a doubt, the North Star in my personal life is Ned. He’s my anchor, the one who holds the ground while I fly. He keeps me grounded, makes me laugh and makes ordinary days idyllic. He’s my barometer of sorts: if he’s content, it’s likely that I am too.

In my professional life, my North Star operates the same way. It’s the focal point for all strategy and goal setting. It’s what aligns my team and helps everyone focus on what matters. In my 20+ years of professional experience, THIS is the difference maker.

What’s that? You don’t have a North Star at work? No problem! Here’s a step-by-step guide on how to establish one.

Fair warning: for some people who are less math/numbers inclined, this exercise is going to seem like one giant, horrendous word problem from your SAT’s. Fear not! With a little perseverance and some help from your numerically inclined friends, you’ll find your North Star in no time.

Figure Out Your Key Metric. This sounds simple, but it’s stunning to me how many top executives within multibillion-dollar organizations don’t know what their key metric is. Every employee, from the top to the bottom of your organization, should know how your money is made and be oriented towards that thing.

Simply put, the key metric is what drives revenue. At this point in your journey to find a North Star, I recommend enlisting a savvy numbers person in your organization. This might be a financial person or someone in your research department. These people are close to the metrics that move your business, and they’ll likely help you find the right path more quickly than going it alone.

In television, the key metric is ratings or impressions within a given consumer demographic (e.g., Adults age 18-49). For an online retailer, it might be average dollars per order. Keep in mind though, this step is only the tip of the iceberg.

Levers: What Drives the Key Metric? Knowing this is truly crucial. Typically a few things – I call them levers – underlie your key metric. These levers are things that you and your team can directly control, and that’s how progress happens.

Let’s go back to the traditional ad-supported TV example. In television, there are only three ways to affect ratings: get new viewers, get viewers to watch more frequently and get viewers to watch for longer periods of time. Those three things have the potential to be directly affected by things that people do every day, from marketing to scheduling to production.

In the online retailer example, you might affect average dollars per order by finding more high value customers, getting existing customers to buy more and/or getting existing customers to buy products at a higher price point. Again, all of these levers can be directly impacted by things people do including promotion, pricing, research and product development.

Set Goals Based on your Levers, NOT Just Your Key Metric. I know, I know. This seems counterintuitive. If it’s all about moving the key metric, shouldn’t goals only be based on the key metric? Goals should be based largely on things you can directly control. They should also set a timeline for your progress: from x to y in a given timeframe.

I like having one BHAG and a few lever goals. BHAG is a term coined by Jim Collins in his bestselling book Good to Great, and it stands for “Big Hairy Audacious Goal.”

Let’s play this out in our online retailer example:

BHAG: To increase average dollars per order from $100 to $110 in 2015.

Lever Goal #1 – High Value Customers: To increase high value customers (AVG order size >$125) from 20,000 to 25,000 customers.

Lever Goal #2 – Premium Package Orders: To increase sales of premium packages from 1 million orders to 1.2 million orders in 2015.

Over-communicate Your Goals. Once you establish your goals, you’ll need to communicate them to your team. I’m a big fan of kicking it old school and creating a simple infographic that people can hang in their workspaces. I also like to see these hung in common areas like break rooms, conference rooms and even on the door inside bathroom stalls. When I said “over-communicate,” I meant it!

Keep Score. Business is inherently competitive. Yet, so many organizations refuse to keep score in a meaningful way so their employees understand the health of the business and can act accordingly. I love sports, and I love the notion of an ever-present scoreboard. Once you establish your goals, you need to decide what form your scoreboard will take. I like a simple weekly email that states the goals and how you’re pacing. Additionally, an online dashboard is great, provided that that it only tracks your goals and not a bunch of other metrics. Simplicity is the goal here so people can stay focused.

Set Meetings to Stay on Track. Full disclosure: I abhor most meetings. They lack focus, are too long and seem to be a real life compendium for human neuroses. That said, a weekly meeting where you discuss progress on your goals with your direct reports is a beautiful thing. I recommend setting a weekly 30-minute meeting late in the afternoon every Monday. Every people manager, from the top to the bottom of the organization should have his meeting. It creates an unmatched cadence of accountability.

Open the meeting by talking about the latest progress towards the goals. Then, talk about what you personally did the previous week to advance the goals. Next, commit to what you’re going to do this week to move the ball forward. Go around the room and have each team member do the same.

FYI…you don’t have to commit to vast, sweeping activities. For a CMO, this could be as simple as reviewing a contract for a new consumer research vendor that will help you segment your customers more effectively. For a web designer, this could be making progress on a phase of design for your mobile site that will attract more high value consumers. Always remember: small steps to greatness. Just be sure that every team member’s activities can directly impact the goals. And, if they don’t, call them out on it, and redirect activities.

At first, these meetings will be awkward because you’re talking about things that matter as opposed to the typical “round-robin” staff meetings where everyone tells you what he or she did on summer vacation. Give it time. In a few weeks, this will be the best meeting on your schedule. Better yet, the efficiency and importance of this one meeting will forever change how you and your team conduct meetings.

And, BOOM! You’ve completed all of the necessary steps for finding your North Star at work. On the personal front, I can’t help you. I’m just grateful that I found mine!


Do the Hard Things First

When I was a kid, I hated math. This is totally ironic because I’ve dedicated my career to a very “mathy” discipline of marketing. Nonetheless, growing up, I abhorred what seemed like an endless supply of math homework. One day in the third grade, I was complaining mightily about my personal feud with numbers. I was also procrastinating. My mom, a wizard at time management and pragmatism, looked at me and flatly said, “Life will be a lot easier for you if you do the hard things first.”

That bit of wisdom stuck with me, and it has been a guiding principle throughout my life. It applies to every facet of my being, from fitness to work life.

Doing easy things is, well, easy. Our tech savvy culture is increasingly conditioned to do a bunch of little things now. Over the years, I’ve watched some of my smartest colleagues focus on the smallest things: endless emails, unproductive meetings and random tactics that do nothing to advance the business in measurable and significant ways. These are otherwise smart people who allowed themselves to be sucked into the quotidian.

Why? My theory is that crossing small things off of a list makes humans feel accomplished. It’s the “Hey, Mom…Look what I Did!” approach to management. Additionally, most people are conditioned to avoid conflict. Doing hard things often requires conflict.

I once worked for an incredible company full of energetic, talented people. Let’s call it Nice, Inc. because it was also known as having perhaps the “nicest” culture in its industry.

When I came into Nice, Inc., I was charged with growing our consumer audience which had been flatlining for almost six years.   After about a month in the business, I figured out what was hampering growth: an unwillingless to do hard things – not merely doing them first but doing them at all. The company’s renowned niceness often translated into a culture that avoided conflict and played what I call “small ball.” “Small ball” is my very technical term for doing a litany of random and often fun things that do nothing to move the needle on growth.

In the early days, I did a bunch of hard things that were not always well received. I assessed the team and restructured based on the people and skill sets our business needed to grow. I actively and aggressively implemented a goal setting and tracking program, creating a cadence of accountability in every corner of my marketing organization. I put an end to endless unproductive meetings and instead, encouraged my people to (gasp!) have the courage to decline unnecessary ones with their colleagues. Plus, I encouraged them to hold shorter meetings as opposed to the longer, soul-sucking 60-minute ones. Most importantly, I also stopped greenlighting small, random ideas and instead, helped my team understand how to do big things that matter (A.K.A. big ball).

The bottom line is that all of this worked. Within a few years, we were able to become a top 10 player in our competitive set. Plus, most of the folks on my team appreciated the clarity of direction. To this day, when I see someone from my former team at Nice, Inc., he/she almost always references the term “big ball” or the phrase “do the hard things first.”

Pop quiz: what might doing the hard things first look like in the typical week of a people manager?

A)  Take a 90-minute meeting to hear Jane Sadface, your chronically dissatisfied non-collaborative employee drone on about her unfulfilling work life

B)  Engage in a 27-deep email tete-a-tete with Bob McAnger about a silly turf war between departments

C)  Have a hard talk with an underperforming employee on your team

D)  Launch a new project, well, because it’s super cool!

Of course the answer is “C” because it’s the hardest thing on the list. And, while it has the potential to be emotionally charged, it also has the highest probability of pay off. With your exemplary coaching, that underperforming employee may become a great turnaround story. And, if not, you’ve put them on notice that underperformance won’t be tolerated, and change will be imminent at some point in the future. You’re laying the groundwork for your team’s success. Successful teams are happy teams.

So, if you want to be genuinely accomplished, I recommend tackling the tough issues first. It forces you to play “big ball,” and it makes the rest of your “to do” list a breeze. More importantly, it moves things forward for your business – quickly and with purpose. Now, suck it up, and do something hard.

“Lead, Follow or Get Out of the Way”

How does a Thomas Paine quote relate to me starting a leadership blog? Stick with me. I’ll get there.

I love this simple quote that has been attributed, perhaps erroneously, to Paine. Whether he said it or not doesn’t matter. It’s in line with who he seemed to be. I’ve always admired “T-Paine”, the oft forgotten founding father and author of Common Sense. On the surface, he wasn’t as overtly cerebral as Thomas Jefferson nor as amenable as Ben Franklin, but nobody can dispute that he was a guy who got things done – big things. His radical style was “go big or go home,” and it often scared people (hint/foreshadowing: another common trait of really effective leaders).

One of the original American radicals, the optimistic Paine saw grand potential in the world around him. Specifically, he saw potential in people, recognizing that humans can do incredible things against incredible odds. In that way, he was the quintessential leader.

Back to the quote “lead, follow or get out of the way.” It’s always resonated with me because it perfectly and succinctly describes what the best leaders do throughout their careers. The leading part gets all of the glory because it’s very sexy and tangible. But, it’s the following and getting out of the way that sometimes moves mountains without all of the applause.

I’ve been fascinated with leadership since I was a little kid. Back then, I didn’t know about the term “leadership” of course. I just read everything I could get my hands on about the presidents and how they accomplished things in difficult times. Lincoln and Kennedy were my favorites.

Let’s put down the history books and fast-forward to now. I’m a Chief Marketing Officer who has been leading people for over two decades. I’ve worked in a variety of industries including television, management consulting and steel (yes, steel – the stuff your car is made of!). I’ve run my own businesses, worked for large corporations and small, entrepreneurial companies. And, with all of this variety, I’ve noticed that people are universal and absolutely critical to the ultimate success or failure of a business. No asset matters more. Yet, amazingly, it’s the asset that people are the least prepared to leverage. I can help with that.

I’m a capitalist. Leveraging assets is the reason I get out of bed in the morning. If you’ve read this far, I’m guessing you think the same way. I hope that this blog will tell you things you don’t know, things you can use every day in your quest to leverage your assets. Fair warning: you’ll get the unvarnished truth from me, not some watered-down, academic, HR-approved, politically correct manifesto you can get from Similarly, I promise these entries will typically be much shorter than this, as I’m obsessed with brevity. We all have lives. Let’s learn something and get on with it.

In the end, my wish is to tell you things you may not want to hear but you need to hear. Much in the spirit of Thomas Paine, “I offer nothing more than simple facts, plain arguments, and common sense.”

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