Frameworks

Culture change is not a slogan, a training session, or a motivational speech. It is the sum of thousands of micro-behaviors: which tools people use, which shortcuts they take, how they explain delays, and how they react to new expectations. It is what happens when leaders are not in the room.

As a senior leader, your single most critical skill is creating and maintaining the organizational drumbeat — the rhythm that keeps your company operating with discipline, evolving continuously, and improving with purpose.

When your direct reports are themselves managers or senior leaders, part of your role shifts to meta-management: guiding and evaluating the strategic projects they propose and drive.

In business, your ability to solve a problem or drive a key initiative to completion drops dramatically once you’ve hit the last minute. At that point, you’re reacting, with limited time, emotional tension, and fewer options. Even great decisions only limit the damage.

Writing great specification documents is both an art and a science. They are not static templates but dynamic tools that align people, clarify intent, and accelerate execution.

Managing managers is one of the hardest, and most critical, transitions in leadership. You’re no longer directly running the business. You’re leading the people who do. Your success depends on how well they both run the business (day-to-day operations) and build the business (strategic growth and innovation).