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Think deeply. Converse openly. Share generously.
“Once is a mistake, twice is a coincidence, three times is a pattern.” Many of us have heard this saying before and are aware that patterns often indicate deeper systemic issues. However, although we recognize the need to address root causes, if we’re honest, it’s easy to default to treating symptoms instead of causes, and to view people as problems rather than addressing the underlying issue.
The long march of human progress resembles a trek through the range of mountains, with each summit representing a distinct economic era. At each of these local peaks along the way, we felt initially satisfied with our accomplishments, but later realized that this was not our ultimate destination and there is still higher ground up ahead. And while we are right to value how far we’ve come, we must equally appreciate how far we have to go. Each leg of the journey has strengthened us in some ways and taken a serious toll on us in others. Today, we believe we are traversing our most precarious ridgeline yet, but if we navigate it successfully, we can ascend to our highest and most significant summit – the wisdom economy.
Our family moved to Maine a couple of years ago, and though it has taken some time to settle in, we’ve really started to enjoy life here. I’m not sure if it’s the pace of life, the long winters, or the friendly people, but I have definitely felt something within me shift. And I've found myself wrestling with a question that feels both simple and profound: What does it mean to be good?
Can we learn from others’ mistakes, or do they have to be our own lessons to learn in the first place? I’ve been thinking about this a lot lately and believe we will–most of us–eventually learn the lessons life is trying to teach us. The question is not if, but when, and at what cost? The time it takes is critical to the process. It’s the cost that counts most.
Adversity is personal - it looks different for everyone. We all have varying tolerance levels for hard things, depending on our abilities and situations. One person’s “hard” isn’t going to be a challenge for someone else. The point is to know what is difficult for us and choose to do it. There’s something powerful about walking into the arena with all the nervous knots in your stomach, knowing you may struggle - and doing it anyway.
We love the beginning of a new year here at ALPs. We’re kind of geeks when it comes to fresh calendar space to plan stuff, and blank pages in a notebook for ideas. It’s a reset button of sorts, an opportunity to plan, dream and organize. But we recognize for some, the turn of the calendar can feel more like a hamster wheel - another round of setting ambitious goals, some self-motivated, others dictated by organizations, with an ever-present search for the motivation to see them through.
We are thrilled to report that Applied Leadership Partners is beginning our sixth year, and we are doing it with more momentum, optimism, and enthusiasm than ever before. That is largely, if not completely, thanks to all of you! Your trust, partnership, and encouragement are what our company is built upon and we simply could not do any of this without you - so we need to begin this letter by expressing our deepest and most sincere gratitude. We are incredibly blessed to do this for a living and we will never take that for granted. THANK YOU!
“Who is at the center of my story?” is a humbling question worth asking regularly. I’ve found that when the answer is “Me,” it’s a warning light on my dashboard of life. It creeps up on me unexpectedly, like experiencing a friend or family member’s trials and tribulations as an inconvenience instead of an opportunity. I know when I’m at the center of my own story when words like “I have to help…” emerge as opposed to “I get to help.”
Happy Veterans Day! Today, we honor and thank all those who have served in uniform, representing about 6% of the US population. Our percentage amongst the US population is shrinking, but I suspect that will change in the coming years as more young adults attempt to enter the workforce unsuccessfully and get tired of working barista and front desk jobs with their bachelor's degrees.
The assignment turned out to be a gift I never expected. Great leaders catch us by surprise that way. That last year in the Army, I wanted to glide. Matt knew I needed to give. I needed to share the wisdom I had gained through Ranger leaders, West Point leaders, and from leading in combat. Not only for the young officers, but also for my bitter heart. I was angry. Like many Soldiers, I just wanted to walk away. Matt knew I needed to say goodbye to the Army the right way. I am thankful for this because I have loved the Army since I can remember. Great leaders know that how you leave is just as important as why you stay.
I’ve spent most of my life asking for forgiveness rather than permission–it’s dispositional and environmental. I’m described as a high DI (DominanceInfluence)/ Achiever/ Activator/ Challenger on every personality profile. Drop that disposition into the GenX experience of being grossly unmonitored throughout my youth, and you’ve got a great cocktail for initiative. And while that’s brought just as many lumps as it has rewards, the fact is I’m comfortable acting with little guidance. Not everyone feels the same, especially not our younger colleagues fresh in the workforce.
The dog days of Q4 are upon us. I can hardly believe it’s October already, and my colleagues and I have a hell of a few months ahead of us. In previous companies and organizations we’ve worked for, Q4 was always called “Fighting Season.” We get it, but let’s be real; fighting season is 12 months out of the year, especially when you have sales numbers, team goals to reach, and services to provide.
You’ll know you’re really leading when you start coming up against the shit that wasn’t in the brochure. You know, the stuff you learn about leadership when you’re actually leading, like the stuff you learn about parenting when you’re actually a parent. Like a DEFCON 5 baby blowout where poop goes up to the back of their necks! That’s the real–defying gravity–shit that wasn’t in the brochure. Leading people has its own similar experiences.
We’ve been discussing blame and accountability as a team and with our partners. Blayne wrote a powerful piece about blame that must be read. Continuing the conversation, I’d like to draw a line in the sand now–blame is useless.
Back in 2009, I was a Special Forces detachment commander in a remote part of Afghanistan. And over a period of eight days, five of my teammates were killed in combat, with a sixth being severely wounded. In the following weeks and months, I really struggled to find my way as a leader. It was the kind of loss and failure that I just couldn’t get my head around.
I've been thinking a lot about AI lately. I can't seem to hear a podcast without it being mentioned. I hear "AI" thrown around in conversations, which I suspect (more often than not) is code for, "I'm not really sure, but I want to say something so I don't look silly." I trust there's a reason it's captivating so many of us, but I'm skeptical about how prominent or pervasive the creation and perpetuation of AI is.
