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Practical writing on leadership, human resources, and the work of showing up for people. New pieces land here first.
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My father was fifty-nine when his body started to give out, and the work did not pause to ask how he slept. This is about the month I led while he was dying, the two kinds of leadership I watched stand side by side, and what I owe anyone whose world has just stopped.
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My father was fifty-nine when his body started to give out, and the work did not pause to ask how he slept. This is about the month I led while he was dying, the two kinds of leadership I watched stand side by side, and what I owe anyone whose world has just stopped.
Most hard conversations are lost in the first two minutes, before anyone has said anything real. This is the two-question open I use to keep one honest, why handing people the accountability beats refereeing them, and what to do when the room is spent and the meeting still cannot move.
No one had ever actually read the invoices. This is about the gap between what a thing looks like and what is really happening inside it, why people hand you the tidy version, and how you make the truth cheap enough to tell that the real one finally reaches you.
Years ago, I built the work and handed it up for someone else's name on it. This is about the leader who occupied the chair, the warmth I performed to survive it, and the question I now turn on myself first: if I walked out tomorrow, what would exist because I was here?
Long before I wrote a book, I was the person other people were sure they had figured out, and usually wrong. This is about how a room decides who someone is before it really looks, what a hurricane taught me about two truths sharing the same ground, and the one question I run before I judge anyone.
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