Reflecting back on my life, I once found myself playing the role of a "YES, BUT" character with a bit too much ease. Like looking through tinted glasses, my mindset shaded every opportunity with doubt. Every "YES" seemed to be followed by a "BUT," casting a shadow of uncertainty over the outcomes.

I'm thrilled to announce that my latest book, The Follower Effect: A Story About Flipping the Script on Leadership, will be available in just a few months!

This book, a product of my doctoral research over the past three years, is not just a publication. It’s a testament to my personal journey and the culmination of countless hours of hard work and insights. I'm truly excited to share this with you all.

Have you ever experienced the feeling of having someone live rent-free in your head? I have, and it's a journey many have been on. Have you ever considered why these moments happen? We could evict these cognitive squatters, yet we let them stay.

Like many of us, I’m a work in progress. There are more days than I care to admit that I skin my knee. Recently, I found myself falling into a thinking trap, the fundamental attribution error. This cognitive bias, if left unchecked, can significantly influence our mindset.

After nearly three years of researching the organizational "brilliant jerk," I've uncovered additional culprits within organizations that erode the culture, notably the "Kind Bully." This individual, often hidden in plain sight, deals repeated blows to organizational health through masterful manipulation and misdirection, all while maintaining a facade of warmth and support. Unlike the brilliant jerk, the Kind Bully is often beloved for their seemingly encouraging demeanor, yet they share a similar self-first motivation under the guise of supporting a larger cause.

Currently, I'm reading "Soul Survivor" by Philip Yancy, a book showcasing his talent for storytelling and his equal talent as a story-finder. His exploration of how one deals with life within the church shed light on the encounters with mentors that shaped his perspective on his life and faith. His storytelling is the living testament that stories are not just told but unearthed, lived through, and passed down.

For over twenty years, I've helped shape the understanding and transformation of organizational cultures. My recent experiences have highlighted a significant evolution in cultural development strategies, marking a transition from leader-centric models to a more inclusive view that values leaders and followers. This balanced approach could counteract the disruptive influence of "toxic geniuses," a theme I'll explore in my forthcoming book.

Today marks a significant milestone on my life's journey—the successful defense of my doctoral dissertation. Reflecting on the challenging yet rewarding past 2.5 years, I am filled with immense gratitude and a profound sense of humility.

Amid my deep dive into writing, I often encounter the question: "Why do you write?" Surprisingly for many, my response is rooted in self-reflection—I write to internalize the lessons I'm learning.

One of my favorite Father's Day gifts is my 1906 Underwood typewriter. As a storyteller, I can appreciate the number of stories told on this mechanical work of art. What does not escape me is the exciting fact that nearly 120 years later, we are still, for the most part, typing our stories.

The origin of the statement is unclear. The best guess is sometime during the mid 20th century. Most of us have heard the phrase before. The pointed jab from an adversary, used to disarm the opponent, leaving them defenseless in their response. Often used to bring someone’s ideas or perceived lack of ideas to their knees, the words, when weaponized, have a neutralizing effect on all it encounters. The phrase: “Hope is not a strategy.”

One of the key learning points in my book, The Newsmaker is, Forgive Frequently, The power of the second chance. “Forgiveness is not about forgetting, but about letting go. When we extend second chances, we enhance our ability to influence others, which only increases our leadership potential.”

One of the greatest gifts I’ve received I would not wish upon anyone. As one of approximately 10% of the population I have a learning disability, dyslexia. Just the word dyslexia is agonizing. What cruel person creates a word, so incredibility difficult to spell, to label a disability of people who struggle with spelling. Even Noah Webster, I believe, would ask for a do over on this one.

Today, there appears to be a subtle drift as to how people, in general, understand leadership. The confusion stems from two opposing points of view regarding a foundational tenet of what it means to be a leader. On one side is the idea of “Forced-Authority”; on the other, “Authentic-Influence.”

“Next to physical survival, the greatest need of a human being is psychological survival; to be understood, to be affirmed, to be validated, to be appreciated.” Dr. Stephen Covey

Dear younger me,
In my last letter to the younger me I reminded myself of the importance of leading with love. Life as a father is more enjoyable when you keep in mind the simple insights I left in my last note: Give the benefit of the doubt, balance your counsel, and vulnerability builds character.

Speaking in front of people is not always easy for me. Even with two decades of experience and a deep joy once I get started, speaking publicly still takes my breath away at times. Anyone who has given multiple presentations can tell stories of horror from a public speaking moment.

In an effort to dig deeper on the idea of making common sense more common, I enlisted the assistance of my friend, Carol Jenkins, PhD, to help bring some sense to the mystery behind the lack of common sense. When I first approached her with the question, “Why is common sense so difficult for people?” I received the classic affirming smile, which reassured me I asked an important, yet intriguing, question.

“Common sense is the collection of prejudices acquired by age eighteen” - Albert Einstein

Is it just me or has common sense become less common? For some unknown reason, we are losing our ability to think and act with good judgment. Have we entered into a disastrous spiral of social apathy? Have we become so self-centered we have lost our ability to consider others?  It seems we have allowed our selflessness muscles along with our good judgement to atrophy.

In the hard driving world of business a person would be hard pressed to find an organization not focus on growth. Many a wise sage have quoted the maxim, “If you are not growing you are dying.” For some leaders the idea of growth, most commonly measured in terms of year-over-year progress, is an all-consuming ambition. The very heartbeat of an entrepreneur is to undertake an idea and grow it to its fullest potential.