In my teaching and consulting practice, I encourage people to learn to experiment with confidence and to see themselves as scientists in the laboratory of their lives, continually trying new ways to pursue what matters most to them and to the people who depend on them. Smart, small wins are crucial to this approach, as is devoting time and attention to reflecting on what works and what doesn't.

My purpose is to help people understand that leadership skills are useful and relevant for pursuing meaningful aspirations in all aspects of life, and that this is a choice, a decision, not a default.

People struggle most with seeing new ways of doing things and often need help in breaking through their tradition-bound mindsets.

The only failure is the failure to learn from conscious and deliberate efforts to make things better, even if those attempts fall short of the mark.

I find that many people have a hard time, at first, in painting a compelling image of an achievable future; to envision their legacy, that is. Often this is because they're afraid to commit for fear of failure.

I believe each life has value and that we're on this earth to leave it better than how we found it. I want people to take this to hear and to try as hard as they can to improve their capacity to do so.

The principles that apply to engagement for employees are the same as those that apply to supervisors.