There is something quietly disorienting about walking a university campus with your son as he tries to figure out his future, knowing you stood at almost exactly the same crossroads nearly 40 years ago, just as certain, just as much in need of recalculating. My wife and I have now toured Waterloo and Western with […]
Dogs, Data, and Decision-Making: Lessons from My Two Goldens What my goldens have taught me about signals, noise, and business intuition Golden Retrievers have a way of teaching you things you didn’t know you needed to learn. I’ve had two of them in my life, one in the past, and one currently. Loyal, loving, chaos-inducing
Over the last month, as I’ve written about the dangers of data, how to ensure quality decision-making, and avoiding ambiguity, I’m going to conclude this series of articles with a topic that most know is near and dear to me – The Business Operating System. Every organization has an operating system. Most just don’t realize
The Unspoken (and Unwritten) Operating System Read More »
Most organizations don’t set out to be unclear. Ambiguity creeps in quietly, usually with good intentions. A role evolves. A process stretches. A decision gets deferred. Someone says, “We’ll figure it out as we go.” And for a while, that works. Then the organization grows. Complexity increases. The same ambiguity that once felt flexible is
The Hidden Cost of Ambiguity in Growing Organizations Read More »
As I noted in my previous article, the conversation that “more data doesn’t mean better leadership” is now out in the open, which naturally leads to the next question. If data doesn’t make decisions, what does? The answer is uncomfortable for some leaders. Judgment. Context. Accountability. And the systems that support them. In other words,
Most Businesses Don’t Have a Performance Problem, They Have a Decision-Making Problem Read More »
I was a child of the 70s, and even now, decades later, Christmas morning still lives vividly in my memory. I can see it clearly. It is 3 or 4 am, far earlier than any reasonable hour, and I am already awake. My feet barely touch the floor as I run down the hall and
Christmas Memories Read More »
I like data. That probably isn’t a surprise. I’ve built scorecards, KPI frameworks, dashboards, and reporting cadences across manufacturing, healthcare, and service environments. I’ve seen data bring clarity, alignment, and momentum. I’ve also seen it do the opposite. Because at a certain point, more data does not make you a better leader. It often makes
The Danger of Data Read More »
Every team needs someone in the driver’s seat, not to control the car, but to guide it. I’ve found smarts to be the most misinterpreted or misunderstood of the three virtues. Patrick Lencioni, in his book The Ideal Team Player, provides greater detail to ensure the description is clear to all, as the word itself
Smarts: The View from the Cockpit Read More »
Every high-performing team has a certain sound. It’s not loud or flashy. It’s that quiet hum that tells you something’s working under the hood. Progress is happening, not because someone’s cracking a whip, but because the team wants to move forward. That’s hunger. Patrick Lencioni describes it as one of the three virtues of the
Hunger: Pistons That Keep The Quiet Engine Firing Read More »
Over the last year or two, I’ve had the opportunity to write about Patrick Lencioni’s work and its relevance to a Business Operating System. Today, and over the next few weeks, I’m going to focus on the other aspect of his writing that really drives (yes, pun intended) an organization and an individual. I’ve worked
The Power of Lencioni’s Three Virtues Read More »
