The only thing worse than making a mistake is keeping it bottled up inside. Learning from the mistakes of others could help you embark on the healing journey of sharing and working through a mistake of your own, with someone you trust.
I've always been interested in structure and teamwork. Growing up, I was very active in sport. I wrestled competitively and was ranked in the province. That taught me discipline and the importance of working together towards a common goal.
Leadership has always involved making difficult choices. Today, those choices are increasingly shaped by pressures that overlap and collide- economic uncertainty, technological change, and public scrutiny, to name a few.
AI produces activity fast, but it rarely produces actual operational lift unless leadership configures it as an operating model decision. I have built companies through a pandemic, recessions and a hack from Russia. Those seasons taught me that tools do not carry the business. Integrated execution does. Yes, AI is powerful, but it does not change how your business runs on its own.
Why does everyone feel overwhelmed by information? Why does it feel impossible to trust what passes through our streams? We tend to blame individual publications, specific platforms, or bad actors. The real answer has less to do with any single media entity and more with structural changes in the information ecosystem. I started my "information" life typing copy on an ill-tempered Remington.
Any lingering doubts about the true motives behind the 2003 invasion of Iraq were dispelled when looters were ransacking Baghdad, carrying off millennia-old artifacts from the Iraqi capital's archaeological museum, while U.S. troops fortified the Ministry of Oilthe only government building left untouched and from which not a single document emerged. The disastrous and illegal invasion, spearheaded by the United States with military support from the United Kingdom
Too many founders get stuck in reactive mode, buried in meetings and fire drills. But if you're always reacting, you're not really leading. You must move from reactive operator to strategic leader, which requires a mindset shift. Understand that you're not the firefighter - you're the architect. Ask yourself: If you disappeared for two weeks, what would break? That's where your real work begins.
I see this daily in veterinary medicine, where high burnout rates cost the sector upwards of $2 billion per year. It's a challenging environment with long hours, stressful workloads and patients that can't even tell you what's wrong. But I've found that the best way to boost performance and even increase capacity with maxed-out teams is to address the underlying operational issues.
The way we think about leadership is changing. For years, many people believed that a leader had to be a larger-than-life personality to succeed. This type of leadership focuses on being visible, getting attention, and constantly staying in the spotlight. But organizations that last are rarely built on individual rockstars. They are built on strong systems, clear accountability, and disciplined execution that does not depend on one person carrying the weight.
