You have to be careful what you think you know.

Pushing yourself to be the best is unsustainable. Simply push yourself to be better than the day before.

To become an academic expert takes years of studying. Academic experts are experts in how and what others have done. They use case studies and observation to understand a subject.

When or if we "quote, unquote" do not like our work, it is probably because we do not feel safe where we go to work. So when you say, what can we do?, the irony is that the best thing we can do is, well one option, is to quit.

The true value of networking doesn't come from how many people we can meet but rather how many people we can introduce to others.

We think leadership is about rank and power, but better to think of leadership as the responsibility for other human beings. That leadership and rank may not go together. So it manifests in this remarkable way.

Most organizations only focus on WHAT they do and HOW they do it - tactics and strategies - and they aren't even aware that this thing called the WHY exists. Focusing on only two pieces of a three piece puzzle leaves an organization, or a career, inherently out of balance. Being out of balance, only operating on two of the three pieces, shows up in different ways - increased stress, loss of passion, obsession with what your competition is doing, being forced to play the price game, trouble differentiating. These are all signs that the WHY is missing.