We all want to be part of something exceptional
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Hi Reader, Over the course of 30 years, I’ve worked with hundreds of leaders. And I often hear the same story: “I feel like I’m alone in this.” So many leaders feel like success depends on them. That at the end of the day, they’re the ones truly responsible for everything. So they work longer hours than anyone else, get involved in every decision, and carry the strategy, the culture, the execution. All based on the quiet belief that no one else will do this if I don't. But when you slow down and look closer, that belief starts to crack. If you lead a team of 200 people, that means 200 people who did not come to work hoping you’d be disappointed in them. If you lead 2,000, that’s 2,000 people who woke up today wanting to be a part of a team that, on some level, has impact and wins. Not one of them thought: I hope the CEO thinks I failed today. It’s odd that a leader can be surrounded by hundreds or thousands of people. And at least 99% of them are trying to earn their respect, contribute meaningfully, or be a part of something that works. And somehow, most leaders feel alone in it. Pillar One: We all want to be part of something exceptionalThe desire to be part of something great is deeply human. We're wired for it. Research shows that cooperation and shared success activate our brain's core reward systems. We are neurologically built to seek meaningful collaboration. Your team didn't sign up to be mediocre. They didn't join your company to play politics or coast through meetings. That hunger is already there, in nearly every person on your team. Rather than trying to figure out how to create it, it’s far more effective to learn how to unblock it. That's what we work on in the Council. We clear the unsaid fears, the ignored tensions, and the patterns that keep brilliant people from doing their best work together. We harness the fire that's already there. In our next email, we'll dive into the second pillar: Where it hurts is where we grow. Ready to apply? If you're reading this, that means we've received your previous inquiry about the Council. You do not need to apply again. We will be in touch if you are a good fit for one of our available slots. Thank you. Big Love, Joe P.S. Last call to join our free Council Q&A this Monday. Save your seat here. |
Art of Accomplishment
Hi Reader, A few years ago, I worked with a leadership team at a Series C software company. On paper, they were perfectly aligned. Strategic plans were approved unanimously. Everyone nodded in meetings. Decisions passed without friction. And yet nothing moved. Projects stalled, timelines slipped, and initiatives that everyone had "agreed to" kept getting quietly deprioritized. The CEO was baffled. How could a team that agreed on everything execute on nothing? When we dug in, we found the...
Hi Reader, A few years ago, I worked with the CEO of a fast-growing company. He was deeply committed to his people: Generous with equity, flexible on hours, always available. But his company had a problem. They couldn't kill anything. Every initiative seemed to live forever. Their roadmap was cluttered with half-finished projects. Teams were stretched thin, saying yes to everything and finishing nothing. He kept trying to fix it with reorgs, new prioritization frameworks, or hiring new...
Hi Reader, In our last email, we explored the first pillar: We all want to be part of something exceptional. The desire to contribute, to win together, to be part of something meaningful are all already there in your people. The work is about unlocking that hunger. Let's dive in to the second pillar of fulling leadership: Pillar Two: Where it hurts is where you'll grow We point to this frequently in terms of self-discovery: Your triggers are a gift. They tell you where your unexamined...