We've all heard the old saying: "Do what you love and you'll never work a day in your life." It's a nice sentiment, but the reality is more nuanced. Even when I'm doing what I genuinely love (coaching leaders and facilitating transformative learning experiences), it's still work. The difference is that it's work that energizes rather than depletes me. It's challenging, demanding, and requires constant growth, but it's also deeply fulfilling. What made Jordan one of the greatest basketball players of all time wasn't just his natural talent or relentless work ethic. It was his fundamental love of the game itself.

'Tis the season to be too darn busy! We are all stretched. This is evident from the number of emails we delete without opening them, failing to respond to emails we really mean to reply to, and phone calls to clients, friends, or family that keep getting pushed to tomorrow on the task list. When we learn to manage our time, we become better versions of ourselves and a better part of creation.

Empathy doesn’t always lead to solutions. It doesn’t erase accountability or change the outcome. But it does allow us to see others more fully, and to act with a measure of humanity even in difficult situations.

A growth mindset is a desire to grow and get better. It incorporates a bit of grit, a touch of luck, and a shade of inspiration. Psychologist Carol Dweck describes it this way: people with a growth mindset believe their most basic abilities can be developed through dedication, resilience, hard work, and a love of learning.

Coaching is all about helping leaders shift from the “on-the-field” view of their life and business to the 30,000-foot perspective—or better yet, the view from the Sky Box. To be the best version of ourselves as leaders, we need to move fluidly between these two perspectives.

You’ve likely come across this idea before: we retain about 10% of what we read, 20% of what we hear, and 30% of what we see. When we both see and hear something, retention increases to 50%. Discussing a topic brings that up to 70%. Experiencing it firsthand pushes retention to 80%. But the most powerful method? Teaching others.

Happy Interdependence Day! If we took a closer look at any Remarkable company, country, or leader, we’d see the same truth repeated: success is rooted in interdependence, not independence. So this July 4, take a moment to reflect and reach out to thank the Remarkable people who have helped shape your journey toward longevity, joy, and meaning.

On every team, there will always be a weakest link. However, whether that link has a dramatic impact on performance is a question worth asking. In the case of the Chiefs, the weakest link was definitely the factor that affected their performance. What about your team? How impactful is the weakest link in your organization?

To be Remarkable in today’s world, an organization must build a culture where positive, proactive response is the default. It’s not about perfect reactions—it's about normalizing flexibility, resilience, and growth.

Recently, I met with a managing partner of a successful business in Kansas City. Like many high-achievers, he was grappling with one of the most common challenges: finding more hours in the day. Time, after all, is the great equalizer. Whether you’re a CEO or a street performer, we each get 24 hours to make a difference. It’s how we choose to spend those hours that defines our success.

If communication is the key to building trust, and trust is the foundation for achieving Remarkable results, then one-on-ones are the essential tool to make it happen. A one-on-one is exactly what it sounds like—a focused conversation between two individuals. The goal? For the supervisor to truly understand the Other Person’s Point of View (O.P.P.O.V.).

Paul Simon taught us that there are 50 Ways to Leave Your Lover, and I’ll have to take his word for it—I can neither confirm nor deny! However, according to David Morelli, Ph.D., there are 80 good reasons to have an executive coach. Fortunately, I can speak on this subject with considerably more authority.

"The challenge is always to improve, to always get better, even when you are the best. Especially when you are the best." … As we move into the new year, I’m reflecting on what it means to improve and grow, not just in one area but holistically.

This past week, many people celebrated Dia de los Muertos and/or All Saints Day, remembering those who have gone before and brought us to today. When reflecting on what my ancestors mean to me I am reminded of this quote: “They did it and so will we.” 

My coach and good friend, Steve Lounsberry, has continued to help me see the O.P.P.O.V. in life—that is the Other Person's Point Of View.  This is not our natural tendency as humans, but it certainly should be if we are to be effective leaders.  

Most of us have had one type of coach or another. Whether we call them teachers, mentors, or coaches, they are individuals who educate us and make us better. But how? Here are three reasons to consider having an executive coach.

Ethos, Pathos, and Logos are all considerations in influencing others. These should be top of mind when we get up in the morning and go about our daily routine whether that is selling, leading, speaking, or managing others.