All Posts

Quote from Brene Brown I fired my first employee within 90 days of becoming a VP. Not because he couldn't do the job. Because he'd been set up to fail for years before I got there. The top brass were ready to let him go before I even started. Here was the problem: no one had ever told him he wasn't meeting expectations. Because no one had ever told him what the expectations were. They hired him for a stretch role and assumed he'd figure it out. He waited for clear direction s

The friction between your office and field teams isn't attitude. It's ignorance... and it's avoidable. Does this sound familiar? Your team in the field thinks your admin department is a bunch of penny-pinching Gen-Xers who don't understand how crazy their day is. Your admin team thinks you hired a bunch of overpaid brats who can't turn in their paperwork or respond to an email to save their life. And you're stuck in the middle, wondering why everyone is So. Damn. Petty. Here'

Same-day add-ons aren't "good problems." They're just problems. And they're usually a signal of something deeper. Teams that rarely get surprised by add-ons aren't lucky. They're proactive. Someone checks in before the week starts. Someone is paying attention. When add-ons are constant, it's not a scheduling failure. It's an ownership failure. And ownership doesn't scale by accident. It scales when leaders model it, hand it off, and trust their people.

I was talking with a senior leader at a small neuromonitoring company about getting ready for her maternity leave. It's over months away, but she was already losing sleep over it. Not about becoming a first-time mom, but about leaving her team for 12 weeks during their biggest expansion year. "What if my director can't handle it and/or people quit?" "What if we get an RFP or new contract that someone needs to redline?" "What if a surgeon requests me for a case?" I asked her: