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When people gather, relationships ("handshakes") are formed. A leader must monitor the relationships of the team. Here's a way to look at it: Take the number of people on the team, subtract by one, and multiply those numbers. (10 team members minus 1 = 9. 10x9 = 90). Ninety relationships or handshakes on a team of ten. Twenty handshakes on a team of five. Twelve handshakes on a team of four. Six handshakes on a team of three. Two relationships on a team of two (me to you and

Brian and I were discussing early thoughts around our 2026 strategic plan a few months ago – some of our ideas are big and scary and may not work. But I also know that we can’t keep doing what we are doing today and live great lives. We have survived this year, but I am interested in a better life than survival. And I believe in us and what we have built, and I believe that God didn’t bring us this far to only bring us this far. Brian said to me in a moment of frustration, “Y

I’ve been asked to start a moving company. Partly tongue in cheek — I’ve gotten really, really good at moving people. I’ve moved at least one person every year for the past 12 years, often more than one. I certainly didn’t anticipate that happening, but between family members needing a hand with a divorce, friends getting remarried, hurricanes, a mother moving to assisted living, multiple college and career moves for sons, office growth, etc., I’ve gotten it down to a science

I happened to see a clip tonight of Mr. Wonderful talking about how he finds great hires. The title of the clip caught my attention: “Don’t hire workaholics.” I was intrigued — I have my own theories on the topic, but it’s always interesting to hear the perspectives of other successful people. No one successful has gotten there without making a hiring mistake — lots of them. And like you, I have made my own hiring mistakes, some that cost us a great deal of money and energy a

Don't fear the unknown in your organization. The unknown is a gift. The unknown is an opportunity created by the collaboration between your team's potential and the market's demands. In the unknown, you discover what your team is truly capable of. You break through to a new level of performance and you expand your capacity. All the innovations you're looking for. All the solutions you're searching for. All the capabilities and opportunities you're not even aware of can only a

The weekly tactical meeting where teams resolve many small problems in about an hour is the most common type of meeting. Rarely have we worked with teams that are not having this meeting, or at least an attempt at it, in a regular cadence. When you feel your team’s meeting rhythm is awry, start here. The tactical needs to be great first because it’s the basis of a healthy meeting ecosystem. Solving a lot of little problems gives the team forward momentum, surfaces strategic t