On Strategy

Agile teams are everywhere.But strategically agile companies?Rare. Most teams move fast.But they’re moving in circles. They sprint hard—without knowing where the finish line is.They chase innovation—but can’t explain what they’re actually trying to win. And that’s the problem. Speed is not strategy.Being busy is not […]

I’ve seen it too many times. A leadership team calls me in.They’re frustrated.Their people are showing up, but not fired up.The energy is low. Innovation is flat. Initiative? Rare. They try to fix it with motivational talks, casual Fridays, team lunches, even another round of

Let’s start with the obvious:No leader wants a disengaged team. That’s why we do the surveys.That’s why we run team-building activities.That’s why we invest in wellness programs, online quizzes, and culture slogans. And yet, despite all that…↳ People feel disconnected.↳ Performance stalls.↳ Engagement scores barely

These days, everyone’s a coach.A quick online course. A certificate. A few posts on social media. Done. Some call themselves life coaches. Others, executive coaches.And yes, many of them genuinely want to help. But here’s the uncomfortable truth:Most coaching today is unfocused, unstructured—and ultimately, unhelpful.

I started my training business in 2004. Back then, I did what most people in the industry did:I studied frameworks, got familiar with competency models, met certified trainers—many of them experts in Instructional System Design, especially the ADDIE framework. It worked.At least in the world,

Jim Collins said it best: “Good is the enemy of great.” And if you’ve ever hit a plateau, you know exactly what that means. Things started strong.Momentum was real.You launched, built traction, found your groove. But now?The returns are smaller.The excitement’s faded.You’re still moving—but not

I once worked with a group that managed eight companies across different industries. Sharp people. Proven leaders.They invited me to help run a training company. I accepted. I was president of that business. But there was a problem.The board moved slow. Not because they didn’t

A manager once told me, “We’re not doing badly—we’re just not going anywhere.” The team was hitting targets.KPIs were green.Clients weren’t complaining. On paper, it looked fine.But in the room? You could feel it:Stagnation. The Illusion of “Good Enough” Steady performance is tricky. It gives

It started with a simple observation.One leader said, “People aren’t stepping up. It’s like… no one owns anything anymore.” Another chimed in, “Yeah. If it’s not in their job description, it just falls through the cracks.” You’ve probably seen this too:Projects stall. Problems linger. Everyone’s

A CEO once told me, “We’re just so busy.”I asked, “Busy doing what?”He hesitated. “You know. The usual. Meetings, approvals, solving problems. It never ends.” That was the problem.It never ends. His team was smart. Talented. Passionate.But they were buried—deep in the weeds of daily