What is the relationship between commitment and fulfillment? Can we truly experience fulfillment without committing to something? To be clear, commitment isn’t necessarily working 60 hours a week.

The higher you climb, the better people get at masking it. But I’ve yet to meet a serious leader who doesn’t, at least occasionally, feel like a fraud.

Here’s a simple rule: If you’re the CEO and you’re talking more than 60 percent of the time in a meeting, you’re talking too much. I once worked with a founder who opened every meeting with a five-minute monologue.

The longer we avoid a conversation, the more power it gains. Every leader has one. That conversation you keep pushing down the calendar. The one you tell yourself “isn’t urgent” or “needs the right moment.”

Waiting for the “right moment” to give feedback is usually a polite way of avoiding discomfort. We tell ourselves: “I’ll wait until they’re less stressed.”

We love to talk about growth. Revenue growth. Headcount growth. Market share growth. Growth sounds impressive because it is measurable. It’s easy to put on a slide.

Once upon a time... A CEO I worked with had to shut down a major division; over 100 people lost their jobs. He had the spreadsheets, the market data, and a rational case.

Any decision-making framework starts with your values. Those are the principles you prioritize above all else. Whenever my clients face a tough call, we begin with one simple idea: when in doubt, clarify your values.

At your level, technical skills matter less. People skills and tact are more important. You already excel at doing the work. Now you must get the work done well — and at scale.

A meeting starts well before it actually starts. Do the following to cut waste, save time, and boost productivity. People will want to attend. Your meetings will be focused and action-packed, with everyone contributing.