Most organizations don’t set out to be unclear. Ambiguity creeps in quietly, usually with good intentions. A role evolves. A process stretches. A decision gets deferred. Someone says, “We’ll figure it out as we go.” And for a while, that works. Then the organization grows. Complexity increases. The same ambiguity that once felt flexible is now expensive. The problem is that ambiguity rarely appears on a financial statement. It hides in plain sight. Ambiguity feels harmless un

As I noted in my previous article, the conversation that “more data doesn’t mean better leadership” is now out in the open, which naturally leads to the next question. If data doesn’t make decisions, what does? The answer is uncomfortable for some leaders. Judgment. Context. Accountability. And the systems that support them. In other words, decision-making quality is not a personality trait of leadership. It’s a business capability. Decisions are the real output of leadership

Every high-performing team has a certain sound. It’s not loud or flashy. It’s that quiet hum that tells you something’s working under the hood. Progress is happening, not because someone’s cracking a whip, but because the team wants  to move forward. That’s hunger. Patrick Lencioni describes it as one of the three virtues of the ideal team player. But it’s easy to mistake hunger for something else, ambition, competitiveness, or even obsession. Those can all look similar on th