Let me share some snippets of my expertise with you. I hope you find them useful and if you would like to chat more, just…
In my latest video I share a story about a physician‑CEO who used a simple ritual to turn stuck moments into momentum. Every Thursday his direct reports send a 100‑word problem brief, and Monday is reserved for focused problem‑solving—no status updates, just help. Admitting you’re in the ditch is hard; this gives people permission to say, “I need a push,” and lets the team literally get behind you and move you forward.
Are you a Lindsey Vonn? I was trying to wrap my head around the way she must process pain. And I wondered how she processed who her body once was and isn’t’ so much now. I wondered how you do it. This might be a good way to have a conversation not about our medial ills and issues, but better about our ‘head space’…how do you recover from disappointments, failures, firings, and not quite being who you used to be? Weigh in below please.
What if you started your presentations the way you start a great meal—dessert first? When you lead with the part your audience cares about most, everything that follows brings more clarity, energy, and purpose.
In this short video, I share how this simple shift can transform your impact and the way people listen from the moment you start talking.
“Think before you speak is an age-old, often‑repeated parental reminder; now it might be think twice before you write online—then don’t, especially if you feel the world really needs your opinion.
I often hear others say, ‘In my opinion…’ and I wonder if the world really needs that, especially when it comes to hot‑button issues. I saw a message online: ‘I probably shouldn’t say this but…’ Yes—correct—you might consider keeping that one to yourself. Or the ever‑famous, ‘I know I’ll get some blowback on this…’ or ‘This may be politically incorrect but…’ I’m not sure the world needs anything that ends with ‘but…’
I’d be interested in what all of you think about this. When do we actually need the personal opinions of others? Chime in below.”
What do you as a participant want most of all in your ‘regular team meetings”? Do you ever enter a meeting dying to see the agenda? Or do you sometimes wonder what all the others who are present think? And as the leader or facilitator go on and on, as you wander your mind, what do you wish they would ask all of us? Leaders prioritize the agenda; participants prioritize the check in. If you are running the meeting ask first and then again and a bit more often for full attention and buy in, that is the real agenda! How do they run meetings where you live and work? Jump in below and let us know.
A few months ago, I joined a workshop on how to apologize. It got me thinking about how often we rush through apologies or use them in situations where they don’t belong.
In this video, I’m sharing a few takeaways that stayed with me: what it means to take responsibility without over‑owning, how to protect the words “I’m sorry,” and why intention matters just as much as the words.
If you’ve ever wondered how to make your apologies clearer and more authentic, this might give you something useful to reflect on.
Is your supervisor or boss significantly older than you…or significantly younger? And by this I don’t mean what generation category they belong to. I mean how do you deal with them on a human level? What skills do you find yourself using more and more to create less distance, more understanding, more collaboration despite the ‘differences’ we feel? Let us know how it is for you, especially if you are that boss?
I recently gave a presentation on presentation skills, and there are two things I always come back to: executive presence and the ability to present to executives. Those two elements shape how people experience you long before they remember a single slide.
Most of us walk into a presentation thinking about our PowerPoint, how we look, or what we hope the audience will take away. All important. But there’s another layer that changes everything: your energy.
I use a simple practice that helps me show up with clarity and intention. Before I present, I write out what I want participants to walk away with. Then I write a short “testimonial” as if a participant were describing my session afterward. That exercise alone raises my energy and sharpens my focus.
You can use the same approach in your meetings, even when you’re not leading.
-What do I most want to say in this meeting.
-What would I want someone in the room, or even my boss, to say about my contribution.
Energy changes delivery. It changes presence. It changes how people hear you in a presentation, a team meeting, or even a family conversation. Try it and see what shifts for you.
I was listening to a physician interview recently and tuned in late but heard him quote someone else: “Don’t compare me to the Almighty; compare me to the alternative.” How is comparison going for you? I’m noticing with myself and with my university students as well as with my physician and nurse clients that the tendency to compare is all too common with pretty disastrous results.
Any time we compare we engage in ‘vertical’ thinking, someone is ‘up’ and someone is ‘down’. This seesaw of superiority and inferiority is not only bad for the diminished one, but also for the one on top too. Elite athletes may be competing ‘against’ someone or some record, but when they let their hair down the real competition is withing themselves. This is probably a useful way to compare but when we are in constant competition with others mentally, we run the risk of diminishment happening every day. “I have to be better than you, and you, and you. Simply saying that puts me I an inferior position every day scrambling for a superior position.
“In conversations, we all tend to lean one way or the other. Some of us share everything and overwhelm the other person. Others hold back so much that people have to pull information out of us.
In this video, I talk about what it looks like to land in the middle, to disclose just enough. If you want to communicate with more clarity and intention, this one’s worth a watch.
I’m making 2026 business travel arrangements and for as many as I can, I’m not rushing home in rush hour or worse on the red eye but rather taking that extra night with a mid-morning return. I’ll have a dinner or two with a nearby friend or past customer, take a walk, write my notes, maybe even be free to have dinner with my client. Yep, that’s what I’m going to do in 2026!
I’ve been to a bit more funerals lately than I’d like. I’m Irish and we see death as a time to celebrate…Irish wakes! And with each funeral I attended I wondered if we all told this person how fabulous they were when they were alive! With your customers and friends and employees…how about doing just that. A quick “I was thinking about you today” and I want to tell you what I was thinking about you. Then consider any one of these openers: What I liked, learned, or appreciated about you. Don’t leave it on voice mail…make them call you back! Don’t say it all the time in an email, write a thank you note or card, handwritten. And do it with absolutely no intention of another deal or contract as a result. You might even try it with your children or extended family. We all have plenty of time in the car to make a spontaneous call. And just think of the responder’s very good vibes from your thoughtful call.
I recently read Greenlights by Matthew McConaughey, and one story in particular has stayed with me. At the height of his fame, confused, overwhelmed, unsure of how to navigate it all, he sought out a monastery for spiritual direction.
Walking through the desert with a monk, he poured out everything: his mistakes, disappointments, the moments he wasn’t proud of. The monk listened silently. And when McConaughey finally finished, the monk simply said: “Yeah… me too.”
How often do people come to us with their own burdens, losses, and fears. And when we meet them with empathy, we create connection. “Me too” doesn’t mean sameness. It means humanity.
In a world that often rewards quick judgments, what would change if we looked for the places where we can say “me too” instead?
When I received the wall calendar for our home for 2026…it was blank. Usually, we fill it in as the year progresses with events…but I noticed from the 2025 calendar we didn’t fill it in with hopes and wishes and dreams. We keep looking at it to forecast what we have to do, but not what we want to be this year. Notes in blank places about our wished trip soon back to Iceland (when the sun is out!), or Paris again, or better that ‘never been there yet’ place. On my business calendar I can do the same with new businesses to meet, old clients I’ve lost touch with, and new skills I’d like to acquire. We look at these everyday calendars enough for our ‘to do’ list, but as President of High Point University, Nido Qubein taught me many years ago the shortest ‘to do’ list is called the ‘to be’ list.
In high school, one of my teachers was a priest who founded the chapels at Midway and O’Hare. Despite being deeply spiritual, his homilies never lasted more than three minutes—he used a clicker with a timer and stuck to it.
It makes you wonder: how much clarity, focus, and impact could we create if we treated our updates, reports, or requests the same way?
Instead of talking at people, what if we shared the essentials… and then paused long enough for them to respond
?Watch the short video and see how a three‑minute mindset can change the way we communicate.
Have you used AI in your work? Consider using it in your pre-work, look it over, set it aside, and then write or develop your plan, PowerPoint, or meeting from your inner expert. Let AI remind you or help you break the barriers of your thinking, but beware using it as your expert. You are the expert the audience or the team or your boss wants to hear from. Going from AI to your boardroom presentation will look shallow and a bit fake simply because it is not tapping what the audience wants from you…they want YOU…especially your ‘take’ on things, your way of thinking about the issue, and your recommendations. Even planning a trip with your family…sure AI will give you a great routing…your job is the side trips, the songs in the car, and the adventures yet to happen because you used YOU.
I was in my suit shop the other day getting measured for some shirts and I mentioned that I used magnetic stays in the collars to make them stand up a bit without a tie. As she measured, my favorite customer helper asked, “How do you like them?” I was happy with them. She said, “Here is an alternative with a hidden button that does just the same thing. Want to try it on a shirt or two? And if you don’t like it, we can just switch out the collars.” Now, how do I say ‘no’ to that? It was an inevitable sale since either way I’d be OK. Then I remembered all the times in the past she’d ‘suggested’ …and I never had to bring anything back to switch out! When you suggest to your clients, do you also provide a soft guarantee such as this? (This can even work with your children!)
In marathons, pacers help runners stay steady, focused, and on track. I recently entered the Chicago Marathon lottery, and when my trainer offered to pace me if I get in, I had a bigger thought.
In business, and especially in fields like medicine, do we have pacers too?
Physicians can look at a scan and immediately understand what matters most. Their expertise guides decisions that can change someone’s life. But even outside healthcare, we all need people who help us identify priorities, maintain momentum, and stay aligned with what truly matters.
Who are the experts, mentors, or partners who help you keep pace in your professional life?
Watch the full video to dive deeper.
When responding to a customer who knows you well, consider asking about how their family is and then give about 4 or 6 lines in the email to how your family is doing. This humanizes your relationship and invites them to disclose more to you also. You do this not to sell or persuade or to get the deal…you do this out of human connection, real human connection. And sometimes the byproduct is a cooperative secured working relationship.
Hope might not be a strategy, but it is an emotional transmission that fuels movement. Just like that old college car stick shift that you had (or have a better model now!), movement happens when the clutch and the gear shift work in harmony. Hope may not be the plan and certainly is not the strategy, but it is the one thing to prevent the worst part of a team progress: discouragement. Your team will not tell you when they are discouraged but it you are alert you will see it in their eyes, in the way they come late, delay, or have no life in their voice. Paint hope, picture hope, talk about hope…it is all about movement.
