A question I often ask executive leaders is this: How often are you giving away your power in a given week? Every day, leaders navigate high-stakes conversations, performance issues, strategic disagreements, difficult decisions. In those moments, you are always making a choice: Are you responding in a way that creates future possibilities, or are you reacting in a way that shuts other people’s listening of you down?
CEO Insights
The most effective CEOs are mastering their craft not by doing more – but by being more intentional in how they lead. One simple, strategic question can dramatically increase your impact: Where can I BE MORE and Do Less?
Effective leadership requires more than setting the direction for what comes next. It also requires completing the past with clarity and intention.
In 2025, the role of a CEO has evolved faster than ever. Every week, I dedicate time to strengthening my own leadership—both as a CEO and as a coach to CEOs—by listening to and studying the world’s most impactful thinkers.
Your role as an executive is defined not by how much you do, but by how well you think, how effectively you lead others, and how decisively you act under uncertainty.
As an executive leader, your ability to generate results through others hinges on how well you listen—not just to what's being said, but also to what’s not being said.
Disciplined People – Disciplined Thought – Disciplined Action. It doesn’t get much clearer than that. I bring this up because the topic of Running Effective Meetings frequently surfaces in my coaching sessions with CEOs and executive leaders. Within the first month of working with a new leader, I ask a simple but telling question...
Executive leaders are not paid to be busy. They’re paid to create clarity in complexity, to drive performance through others, and to make high-stakes decisions that shape the future.
Why do some executive teams consistently outthink—and outperform—their competitors? It’s not because they work harder. It’s because they dedicate focused time each week to strategic thinking—and they know how to do it well.
