WoW Wednesday​

In our hyper-connected, data-driven world, we are often obsessed with the “what.” What are the quarterly numbers? What is the growth percentage? What is the final NPS score? We treat these outcomes like the destination on a GPS, often forgetting that the GPS only works if we actually put the car in gear and drive. We tend to focus so intensely on the finish line that we trip over the hurdles right in front of us.

This week, I want to explore a quote from Mike Hawkins that serves as a vital gut-check for every leader:

“You don’t get results by focusing on results. You get results by focusing on the actions that produce results.” — Mike Hawkins

The Logic of the Lead Measure

In leadership, results are “lag measures.” They tell you what has already happened—they are the scoreboard at the end of the game. By the time you see a missed target or a stalled project, the time to influence it has already passed. You cannot “manage” a lag measure; you can only acknowledge it.

True leadership happens in the “lead measures.” These are the specific, high-leverage, and controllable actions that predict the result. Lead measures are often harder to track than results because they require discipline and visibility into the daily “grind,” but they are the only levers a leader can actually pull. When you stop obsessing over the outcome and start obsessing over the input, you move from a reactive state to a proactive one.

Five Practices for Growth-Minded Teams

To put this into practice, we must redefine what we are measuring. Here are five ways to shift the focus from the scoreboard to the play:

1. From “Hit the Sales Goal” to “Master the Discovery”: A leader who only asks “Where is the revenue?” creates anxiety. A leader who asks “How are we refining our discovery calls to better understand client pain points?” creates a strategy. By focusing on the quality of the interaction, the revenue becomes a natural byproduct.
2. From “Improve Retention” to “Invest in One-on-Ones”: If you want to keep your best talent, don’t just look at turnover stats. Focus on the action: the weekly, intentional check-in where you ask your team what they need to thrive.
3. From “Launch the Product” to “Pressure-Test the API”: Especially in tech and unified commerce, the result is a successful launch. But that only happens if the leadership focus remains on the iterative actions—testing, feedback loops, and strategic pivots—rather than just the deadline on the calendar.
4. From “Achieving Innovation” to “Rewarding Intelligent Failure”: You don’t get innovation by demanding it; you get it by creating the action of experimentation. When leaders focus on the action of sharing “lessons learned” from trials rather than just the final success, they build a pipeline of breakthrough ideas.
5. From “Building a Vision” to “Consistent Transparency”: A vision is just a result of clear communication. Instead of focusing on whether everyone “gets it,” focus on the action of radical transparency. By sharing the “why” behind every “what” consistently, you produce the result of a highly aligned, autonomous team.

Personal Reflection: Moving the Needle

When I reflect on my own journey, particularly during high-stakes projects or career transitions, I’ve found that focusing on the “big result” can actually be paralyzing. It’s easy to feel overwhelmed by the scale of a goal.

I’ve learned that the most effective way to manage that pressure is to shrink the focus. I ask myself: What is the one action I can take today that makes this result more likely? This shift from “winning” to “operating” changes the energy of the room. It moves the team from a state of worry to a state of agency. It reminds me that while I cannot always control the outcome, I have absolute authority over the effort and the excellence I bring to the actions.

Don’t let the weight of your goals distract you from the work required to achieve them. This week, take your eyes off the scoreboard for a moment and look at the play. Are your actions aligned with your ambitions? If the results aren’t appearing, don’t just stare at the numbers—change the actions.

Book Recommendation

“Atomic Habits” by James Clear I recommend this because it is the definitive manual for the Hawkins philosophy. Clear demonstrates how small, almost imperceptible actions (the “atoms”) build the systems that eventually lead to massive results. It’s a must-read for any leader who wants to stop chasing outcomes and start building the habits that guarantee them.

Keep focusing on the work that matters.

This week, like many of you, I found myself in an unexpected storm—both literally and figuratively. As an epic winter storm swept through the South, it brought with it a cascade of challenges: power outages, loss of heat, disrupted internet, and a sudden, stark absence of modern conveniences. It was a stark reminder that even the most carefully laid plans can be upended in an instant.

It’s in these moments that I found myself reflecting on a quote that perfectly encapsulates the spirit of true leadership, especially for growth-minded teams: “The art of living is not in expecting the storm to pass, but in learning to dance in the rain.” — Vivian Greene

As leaders, we often strive to create calm, stable environments for our teams. We forecast, we plan, we mitigate. But what happens when the forecast is wrong, the plan is irrelevant, and mitigation feels impossible? This quote reminds us that leadership isn’t just about navigating the storm; it’s about cultivating a mindset that allows us to find rhythm and even joy amidst the chaos. It’s about empowering ourselves and our teams to adapt, innovate, and discover new strengths when the old ways are no longer an option.

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Finding Your Rhythm When the Rain Falls:

Here are five ways to “dance in the rain” as a leader, even when the storm seems overwhelming:

1. Embrace Radical Flexibility: My personal experience during the storm taught me the absolute necessity of flexibility. With no power or internet, scheduled meetings vanished, and planned deliverables became secondary. Instead of panicking, I embraced the quiet. It forced a re-evaluation of priorities and a focus on what truly mattered. For leaders, this means being willing to pivot strategies, adjust deadlines, and empower your team to find alternative solutions when traditional methods are unfeasible. It’s about letting go of rigid expectations and trusting your team’s ingenuity.
2. Model Calm & Resilience: When the world outside your window is swirling with snow and uncertainty, a leader’s demeanor becomes a beacon. While I certainly felt the frustration of cold and inconvenience, I consciously chose to focus on the positive aspects: the unexpected quiet, the warmth of extra blankets, and the chance to simply be. Your team will mirror your attitude. If you panic, they will too. If you demonstrate calm resilience and a willingness to find solutions, you empower them to do the same.
3. Foster Creative Problem-Solving: With no electricity, simple tasks became complex. How do you cook? How do you stay warm? How do you communicate? This forced an incredible burst of creativity – from discovering new ways to heat food to conserving battery life for essential communication. In a business context, “dancing in the rain” means encouraging your team to think outside the box when established processes fail. It’s an opportunity to challenge assumptions and innovate, perhaps leading to breakthroughs you wouldn’t have discovered otherwise.
4. Prioritize Connection (Even Without Connectivity): During the storm, the absence of digital distractions led to more genuine human connection. Checking on neighbors, sharing resources, and simple conversations became paramount. As a leader, even when digital tools are down, actively seek ways to connect with your team. A quick phone call (if possible), a text, or even a physically distanced check-in can reinforce that you’re all in this together. These moments build trust and strengthen relationships that will outlast any storm.
5. Reframe Challenges as Opportunities for Growth: It would be easy to view the recent storm as solely a negative experience. However, I’ve chosen to reframe it. It was an involuntary digital detox, a forced slowdown, and an unexpected lesson in self-reliance and community. For growth-minded teams, every challenge, every “storm,” is an opportunity. It’s a chance to learn, to adapt, to strengthen bonds, and to emerge more resilient and innovative than before. It’s about finding the silver lining, not as a platitude, but as a genuine pathway to progress.

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A Personal Reflection: The Quiet Harmony of the Storm

The past week truly put Vivian Greene’s words into practice for me. Stripped of the usual modern conveniences—no humming refrigerator, no glowing screens, no constant notifications—a strange sense of quiet harmony settled in. It was cold, yes, but there was also the warmth of a good book by candlelight, the comforting glow of a crackling fire (when we managed to get one going), and the genuine connection with family without the distractions of the outside world. I found solace in the simplicity, gratitude for basic necessities, and a profound appreciation for the resilience of community. It reminded me that even when circumstances are challenging, there is always an opportunity to slow down, to appreciate what truly matters, and to find a positive perspective. The “rain” taught me a new dance, one of patience, presence, and perspective.

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Ready for the Next Downpour

Leading through uncertainty isn’t about avoiding the storms; it’s about equipping ourselves and our teams with the mindset and tools to not just survive them, but to thrive within them. It’s about seeing every challenge as an opportunity to learn a new step, to find a new rhythm, and to ultimately emerge stronger, more adaptable, and more connected.

To help you and your team continue to “dance in the rain,” I highly recommend “Grit: The Power of Passion and Perseverance” by Angela Duckworth. This book delves into the importance of passion and sustained effort toward achieving long-term goals, particularly when faced with obstacles. It’s a powerful reminder that talent isn’t the only predictor of success; instead, it’s the ability to push through difficulties with resilience and determination—the very essence of dancing in the rain.

Let’s keep learning, keep adapting, and keep dancing, no matter what weather comes our way.

“Respect is a two-way street, if you want to get it, you’ve got to give it.” – R.G. Risch

The Foundation of Influence

In the traditional corporate world, there was a long-standing myth that respect was a byproduct of a title. You climbed the ladder, earned the office, and the respect of your subordinates followed as a matter of course. But in today’s dynamic, talent-driven landscape, that model has been flipped on its head. Real leadership is no longer about power over people; it is about power with people.

When R.G. Risch spoke about the “two-way street,” he was identifying the heartbeat of team psychology. Respect is a reciprocal energy; it is a mirror that reflects a leader’s own behavior back at them. When a leader fails to “give” respect—through dismissiveness, micromanagement, or a lack of transparency—the “return” lane of that street dries up instantly. You cannot demand loyalty from a heart you haven’t valued. Without mutual respect, you don’t have a team; you have a group of people complying with orders while looking for the exit. To lead effectively in the modern era, we must first be the chief architects of a culture where every individual feels inherently seen and heard.

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Seven Ways to Pave the Street of Respect

When leaders genuinely give respect, they create an environment where trust flourishes, communication opens up, and individuals feel valued. This isn’t about being “nice”; it’s about recognizing the inherent worth and potential in every team member. Here are seven detailed examples of how leaders can pave their side of the two-way street:

1. Active and Empathetic Listening: Instead of waiting to speak, a respectful leader truly listens, seeking to understand diverse perspectives. For instance, when a team member brings a concern about a project deadline, a leader doesn’t immediately dismiss it but asks clarifying questions like, “What are the specific bottlenecks you’re facing?” This shows their input is valued, even if the final decision must remain unchanged.
2. Valuing Diverse Opinions: A leader demonstrates respect by creating safe spaces for dissenting views. Imagine a strategy meeting where an idea you support is challenged by a junior member. A respectful leader responds with, “That’s a valid point, Sarah. Can you elaborate on your concerns?” This encourages intellectual honesty over a blind “yes-man” culture.
3. Empowering Autonomy: Micromanagement is the ultimate sign of disrespect; it signals that you don’t trust your team’s competence. A respectful leader says, “John, I trust your judgment on this proposal. The execution is yours.” This builds the confidence necessary for high-level performance.
4. Providing Constructive, Timely Feedback: Respectful feedback is a gift designed to help someone grow, not a weapon used to criticize. By delivering feedback privately, specifically, and with a focus on future success, you show that you care enough about the person’s career to invest in their improvement.
5. Acknowledging Contributions: Overlooking hard work is a silent form of disrespect. Whether it’s a public shout-out in a meeting or a quick, sincere “thank you” email after a long week, acknowledging the effort behind the results validates the person’s sacrifice and dedication.
6. Honoring Commitments and Transparency: Respect means being reliable. If you promise to look into a grievance, follow through. If the company is facing a challenge, be as transparent as possible. When leaders hide the “why,” they signal that the team isn’t “important enough” to know the truth.
7. Setting Clear Boundaries: Respecting your team means respecting their humanity. By setting clear expectations and honoring “off-clock” time, you demonstrate that you value them as whole people with lives, families, and interests outside of their productivity.

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Personal Reflection: My Leadership and the Two-Way Street

For me, R.G. Risch’s quote serves as a constant compass. Early in my career, like many, I might have mistakenly believed that my title conferred respect automatically. However, experiencing the tangible impact of giving respect—seeing team members thrive, take initiative, and reciprocate that trust—fundamentally reshaped my approach.

It taught me that true leadership isn’t about having all the answers, but about fostering an environment where everyone feels respected enough to contribute their best answers. It’s a daily commitment to active listening, empathy, and genuine appreciation, understanding that my actions set the tone for how respect flows throughout the team. It requires checking my ego at the door every single morning and asking, “How can I serve the people who make this vision possible?”

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The Long-Term ROI of Respect

Ultimately, leadership is a marathon of relationship-building, not a sprint of command-and-control. You can “buy” someone’s time with a paycheck, and you can “command” their presence with a contract, but you can never “force” their respect. That is something that must be earned in the small, quiet moments—the way you handle a mistake, the way you listen during a crisis, and the way you champion your team when they aren’t in the room to hear it.

When we commit to R.G. Risch’s philosophy, we create a virtuous cycle that transcends the workplace. Respect leads to trust; trust leads to vulnerability; and vulnerability leads to the kind of breakthrough innovation that only happens when people feel safe. By paving your side of the street with consistency, humility, and empathy, you’ll find that the respect coming back to you isn’t just a professional courtesy—it’s a powerful, unwavering loyalty that can carry a team through even the most turbulent challenges.

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Book Recommendation: “Dare to Lead” by Brené Brown. I highly recommend this because Brown breaks down the difference between “armored leadership” (leading from a place of ego and self-protection) and “daring leadership” (leading with empathy and respect). It provides a practical, research-backed roadmap for anyone who wants to build a culture where respect is the foundation of every interaction.

Welcome to another Words of Wisdom (WoW) Wednesday. In our current era of rapid-fire change, the most dangerous thing a leader can bring to a new problem is an old solution. This week, we’re looking at a powerful insight from management legend Peter Drucker that serves as a vital gut-check for anyone leading a team in 2026.

The Wisdom Unpacked

“The greatest danger in times of turbulence is not the turbulence itself—it is to act with yesterday’s logic.” — Peter Drucker

Turbulence is just the environment; the real risk is our internal “operating system.” If we try to navigate a high-speed, AI-integrated economy using the rigid maps of the past, we won’t just slow down—we’ll lose our way entirely.

Why This Resonates with Today’s Leaders (and Teams!)

In 2026, Drucker’s words are more pertinent than ever. We’re living through an era defined by unprecedented change:

1. The AI Revolution: We’re not just integrating new tools; we’re fundamentally rethinking workflows, decision-making, and even creativity. Relying on “yesterday’s logic” might mean dismissing AI as merely a productivity hack rather than a transformative partner, or worse, fearing it instead of learning to leverage its power ethically and effectively. Leaders must cultivate a culture that explores and adapts to AI, rather than resisting it based on past technological adoption models.
2. Dynamic Marketplaces: Consumer behaviors, supply chains, and competitive landscapes are constantly in flux. What worked for market penetration last year might be obsolete this quarter. Leaders who insist on strategies designed for stable, predictable markets will quickly find themselves outmaneuvered. Success now requires constant experimentation, rapid feedback loops, and a willingness to pivot based on real-time data, not historical assumptions.
3. Hybrid Work & Talent Evolution: The very nature of “work” and “team” continues to evolve. Command-and-control leadership styles, once prevalent, are increasingly ineffective in distributed or hybrid environments. “Yesterday’s logic” might lead a leader to micromanage or prioritize presence over productivity. Today’s leader fosters autonomy, trusts outcomes, and invests in flexible models that attract and retain top talent across diverse geographies and working preferences.
4. The Skills Half-Life: The logic of the past suggested that a degree or a decade of experience was enough to sustain a career. Today, skills have a shorter shelf-life than ever. Leaders must shift from being “experts” to being “head learners,” fostering an environment where unlearning old methods is celebrated just as much as acquiring new ones.
5. Purpose-Driven Decision Making: Yesterday’s logic often prioritized shareholder returns as the sole metric of success. Today, turbulence includes a heightened social and environmental consciousness. Modern leaders must integrate sustainability and purpose into the core business model, recognizing that profit and planet are no longer mutually exclusive, but mutually dependent.

My Personal Reflection

I have come to realize that the most dangerous six words in leadership are: “We’ve always done it this way.” While that phrase offers a sense of comfort and stability, in today’s turbulent market, it is a massive red flag. It signals that we are relying on momentum rather than intentionality.

To combat this, I’ve had to learn how to “stress-test” my own logic before it becomes a blind spot. Now, before committing to a major strategic decision, I challenge my team with a single question:

“If we were starting this company from scratch today—with no legacy systems, no history, and only the tools available in 2026—would we still choose this path?”

It’s a bracing exercise. More often than not, it strips away the “logic of yesterday” and reveals exactly where we are clinging to the past out of habit rather than value. It’s a reminder that our job as leaders isn’t just to manage what exists, but to constantly reinvent it.

Closing Thoughts: A Call to Radical Curiosity

To lead effectively today, we must trade our certainty for curiosity. Turbulence isn’t something to be feared; it is the very thing that creates new opportunities for those brave enough to look at the world with fresh eyes.

Don’t let your past successes become the ceiling for your future growth. Challenge your assumptions, invite dissenting opinions from your team, and be willing to be “wrong” today so you can be “right” tomorrow. Leadership in 2026 isn’t about having the most experience—it’s about having the most adaptable mindset.

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Book Recommendation

“Immunity to Change” by Robert Kegan and Lisa Lahey.

Why I recommend it: We all want to change, but we often have a “hidden competing commitment” that keeps us stuck. This book is the ultimate guide to identifying the internal logic that holds us back. If you feel like you’re hitting a wall despite your best efforts to innovate, this book will show you how to dismantle that wall from the inside out.

As leaders, we’re constantly navigating complex challenges, making critical decisions, and guiding our teams toward success. In the midst of daily demands, it’s easy to get lost in the immediate, losing sight of the ultimate destination. This week, I want to reflect on a timeless principle that has profoundly shaped my approach to leadership:

“Begin with the end in mind. Start with the destination in mind and then work backwards to the present.” — Stephen Covey

This quote, from the legendary Stephen Covey’s The 7 Habits of Highly Effective People, isn’t just a productivity hack; it’s a fundamental mindset shift for effective leadership. It encourages us to define our desired outcome before taking the first step, ensuring that every action is purposeful and aligned with our vision.

Why Beginning with the End in Mind is Crucial for Leaders:

1. Provides Clarity and Direction: Imagine setting off on a journey without knowing your destination. You might wander aimlessly, get lost, or even end up somewhere you never intended to go. In leadership, the “end in mind” acts as your GPS. When launching a new project, for instance, defining the specific, measurable outcome first – not just “improve customer satisfaction,” but “achieve a 90% CSAT score by Q4 through personalized onboarding” – provides crystal-clear direction for the entire team. This clarity minimizes wasted effort and ensures everyone is pulling in the same direction.

2. Enhances Decision-Making: When faced with difficult choices, the “end in mind” serves as a powerful filter. If you’re clear on your ultimate goal, you can evaluate every option against that desired outcome. For example, if your end goal is to be the market leader in innovation, a decision about allocating R&D budget becomes much simpler: prioritize initiatives that directly contribute to breakthrough products, even if they carry higher risk. Decisions that don’t align with the end goal are more easily dismissed, streamlining the process and leading to more strategic choices.

3. Fosters Proactive Planning and Risk Mitigation: By visualizing the desired future state, leaders can anticipate potential roadblocks and challenges that might arise on the path to achieving it. If the “end in mind” for a product launch is flawless execution, working backward might reveal critical dependencies, necessary talent acquisitions, or potential technical hurdles months in advance. This foresight allows for proactive planning, contingency development, and the mitigation of risks before they become crises, rather than reacting to them as they occur.

4. Inspires and Motivates the Team: A clear and compelling vision of the future is incredibly motivating. When team members understand why their work matters and how their individual contributions fit into the larger picture, their engagement and commitment soar. A leader who articulates the “end in mind” – perhaps a groundbreaking product that will revolutionize an industry, or a service that will dramatically improve lives – creates a shared purpose that transcends daily tasks and fuels collective drive. This emotional connection to the outcome turns work into a mission.

5. Defines Success and Measures Progress: Without a clearly defined “end,” how do you know if you’ve succeeded? Or even if you’re making progress? Beginning with the end in mind means establishing specific success metrics from the outset. If the end goal is to double sales in a new territory, then weekly or monthly sales figures become clear indicators of progress. This allows for objective evaluation, celebratory milestones, and timely adjustments if the current path isn’t leading towards the desired destination. It transforms vague aspirations into quantifiable achievements.

My Personal Reflection:

I’ve learned that truly embracing “beginning with the end in mind” requires a moment of deliberate pause. In our fast-paced world, the instinct is often to jump straight into action. However, I’ve found immense value in taking the time, sometimes just 15-30 minutes, to really visualize the desired outcome for any significant initiative. What does success look like? What will be different? Who will be impacted? This intentional visualization often reveals nuances and potential pitfalls that would otherwise be missed, ultimately saving countless hours down the line. It’s a discipline that pays dividends.

Recommended Reading:

If this concept resonates with you, I highly recommend diving into “The 7 Habits of Highly Effective People” by Stephen Covey. It’s a foundational text for personal and professional effectiveness. Covey doesn’t just present these habits; he provides a profound framework for understanding why they work and how to integrate them into your life and leadership style. It’s a book that continues to offer fresh insights with every re-read.

A note to the veterans: Even if you have read this book before, I highly recommend a reread. This is one of those rare texts that reveals different layers of wisdom depending on the current stage of your leadership journey. Every time I revisit it, I find a new insight that applies to the specific challenges I’m facing today.