“We’ve invested months in training this person…why isn’t it clicking?” It’s a question I’ve heard from leadership teams countless times. Sometimes the answer really is more training, but more often than not, that’s an expensive and frustrating undertaking. One of my clients learned this when they introduced automated garbage trucks. Instead of having a driver and a collector, every employee now needed to drive a large commercial truck. They invested heavily in training, and some people became excellent drivers almost immediately but others struggled despite hours of coaching, practice, and encouragement. The easy conclusion would have been that they needed even more training. The harder conclusion was that some people simply never developed an intuitive feel for driving a large truck. That experience reminded me why I find the EOS concept of ‘GWC’ so valuable: Get It. Want It. Capacity. Most leadership teams focus first on building Capacity (skills, experience,

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There is something both exciting and slightly unnerving about seeing your words printed in a book. A LinkedIn post can be edited. A conversation can be clarified. But a book feels rather permanent. Fortunately, I still agree with what I said. When Ken Paskins invited me to contribute to The Integrator Edge, I was honored. Ken has spent decades helping companies turn ideas into phenomenal execution. He understands that a compelling vision is only as valuable as a company’s ability to make it real. My contribution is called: “What I’m No Longer Willing to Tolerate: A Weak Integrator.” Subtle, I know. In it, I wrote about something I see repeatedly inside growing companies: leaders often know where the problem is long before they are willing to address it. They know someone is in the wrong seat. They know accountability is weak. They know the Visionary is trying to perform two

When it comes to reigniting growth, talent is a key driver. The demand and competition for talent these days continues to be extreme, and companies are working harder than ever on talent acquisition and retention, yet not seeing much improvement. Candidates are ghosting you for interviews they scheduled, for their first day of employment, or a week after they started. The conventional “recruitment and selection” process that most of us were trained on is bureaucratic, formulaic, and passive. I’ll argue that it’s been only marginally effective for many years, and today’s circumstances are simply highlighting all its flaws. So here we’re going deep on some of the reasons why your recruiting efforts may not be delivering results for you and what you can do about it. Definition of Insanity Doing more of the same old things for recruiting is what I see most companies doing, with results that confirm the