Civility, Stability, and a Generosity of Spirit... Leadership traits to model today!

 

Modeling Positive Leadership in a Time of "Anti-Models": Reflections on Civility, Stability, and Generosity of Spirit

Learning from the Best—and the Worst—for Leadership That Matters

Throughout a long and storied career, one may accumulate lessons from a remarkable array of leaders—some who illuminate the path forward by the force of their example, and others who serve, almost as powerfully, as anti-models whose flaws become cautionary tales. In this essay, I want to share decades of experience reflecting on the indelible marks left by both types. I do so not with the wistfulness of nostalgia, but with the urgency of a call to action—a call made especially acute by the troubling rise of “anti-models” in today’s turbulent political and workplace landscapes.

If leaders are, in part, creatures of imitation, then the imperative to model what is right, rather than what is toxic, becomes a matter not only of personal integrity but of societal survival. I want to suggest that leadership is always, at core, an act of modeling; the behaviors we choose are magnified in our organizations and ripple outward into the culture at large. The importance of this modeling has never been more apparent than now.

The Power of Models and Anti-Models

Opening with a spirit of gratitude, I need to acknowledge the positive influence of great leaders across my career, two of which I mentioned in a recent essay: Neville Isdell at      The Coca Cole Company, and Bruce Paynter at Kimberly-Clark. These individuals, and many others like them, have left me with enduring blueprints for effective, humane leadership. Yet, in the same breath, I want to be candid about the negative examples that I have encountered across the decades: those who, through arrogance, incivility, hubris or instability, became “anti-models.” These individuals modeled exactly what not to do.

Rather than merely lamenting these negative influences, I view them as instructive. There is wisdom in learning what to avoid, and in deliberately choosing to “do the opposite” of the “jokers” whose leadership failures cast long shadows. This duality—the presence of both models and anti-models—enriches the legacy of lessons available to any leader willing to observe, reflect, and act.

The Rise of “Anti-Modeling” in Today’s Landscape

I want to pivot in this essay to a broader concern: the proliferation of “anti-models” in the modern public sphere, particularly in politics but increasingly within business. Today’s leadership rhetoric at the highest levels has grown more vitriolic, aggressive, and destabilizing. The danger is clear; as young business leaders witness and internalize these behaviors, they risk carrying them into their own spheres of influence with harmful consequences.

The tendency for leaders to “model” what they see is natural, but when what they see is corrosive, intolerant, and destabilizing, the effect is “deeply dangerous and concerning.” Thus, there is a pressing need to “call out” these trends, to say clearly that such behaviors are not worthy of emulation, and to offer positive alternatives.

Three Habits to Model Now: A Counterpoint to Anti-Modeling

Against this troubling backdrop, I want to share three fundamental leadership habits or traits that demand urgent modeling. These are not presented as abstract virtues, but as actionable, practical antidotes to the poisonous influence of anti-models.

Civility: Returning to the Foundation of Respect

The first trait is civility—a quality that seems almost quaint or outdated in an era dominated by shouting matches and online flame wars. Civility, as the Britannica Dictionary reminds us, is “polite, reasonable, and respectful behavior.” This is not a superficial politeness that glosses over difference or suppresses dissent, but an abiding respect for the humanity and dignity of others.

I lament that the “golden rule”—to treat others as you wish to be treated—has fallen out of favor, dismissed as old-fashioned; yet I argue for its renewed relevance! In organizations and communities where people must live and work together, civility is not optional; it is foundational. I must underscore the dangers of name-calling, derogatory language, and personal attacks—patterns that have become pervasive and corrosive.

Civility is more than the absence of rudeness; it is the active presence of empathy, listening, and the willingness to engage with difference without diminishing or demeaning. Leaders who model civility set a tone that enables collaboration, creativity, and trust. In so doing, they reinforce the most fundamental of all social principles, one desperately needed today.

Stability: The Anchor in Turbulent Times

Next, I want to highlight stability—a quality whose value becomes most apparent in times of crisis. Stability means being “not easily changed or likely to change,” “not easily moved,” and “emotionally or mentally healthy.” In an era marked by genuine emergencies and manufactured crises alike, stability is at a premium.

I need to draw a vivid contrast between autocratic leaders who generate instability for personal gain and the stabilizing influence of leaders who offer predictability and calm. The memory of leading Bolthouse Farms through the early days of the COVID-19 pandemic brings this concept to life. At that moment of unprecedented uncertainty, the simple act of showing up—consistently, reliably, with a steady demeanor—became a powerful reassurance to the team. .  I remember specifically in the early days of Covid, during the summer of 2020 leading Bolthouse Farms and being the leading voice of daily and then weekly “Virtual Town Halls.”  In those early days we had implemented stringent “physical separation” rules, and my “workstation” was at one end of the plant, far from my historic office.  Thus, I worked out of a conference room next to a trusted work partner David’s office.  I remember so clearly getting notes from team members saying they were happy and reassured “seeing me” on zoom from that same conference room, with the little Bolthouse Farms sign taped to the wall behind me.  In that time of real crisis and emergency, having me show up on zoom, at first daily then ultimately weekly, was a reassuring sign of “stability” and predictability in a time when nothing seemed stable or predictable.

Stability is not the same as inertia or resistance to change; rather, it is the anchor that allows organizations to weather storms. Leaders who embody stability create environments where people feel safe enough to take risks, confident enough to innovate, and calm enough to persevere. The author encourages leaders to “find ways to be a calm, stable and predictable leader”—habits that will be recognized and appreciated by their organizations, especially in unsettled times.

Generosity of Spirit: Building Relationships Beyond the Zero-Sum Game

Finally, I want to turn to generosity of spirit—a quality that transcends transactional thinking. Generosity of spirit is “the quality of being kind, understanding, and not selfish,” and the willingness to give, not just of money, but of time, ideas, attention, and care.

Too many interactions today are governed by a “win/lose” logic rooted in a scarcity mindset I want to encourage  Leaders to reject this paradigm. Instead, they should pursue “win/win” solutions, even though such outcomes require effort, imagination, and, above all, generosity.  Generosity of spirit means being open with your time, sharing ideas and lessons, nurturing curiosity, and listening deeply to others. It is a refusal to be petty or self-protective. Leaders who embody this quality create cultures of trust, collaboration, and growth. Their influence extends well beyond the bottom line; it shapes the moral and emotional climate of their organizations.

Leadership as Deliberate Modeling: A Call to Action

In closing I want and need to reinforce that now, more than ever, our companies, teams, communities and countries NEED models (not anti-models) to bring better leadership traits to life.” The three virtues outlined—civility, stability, and generosity of spirit—are not abstract ideals but urgent necessities.

Every leader, whether in a boardroom, a classroom, a family, or in political office is a model. Others are watching, learning, and imitating. The choice, then, is not whether to be a model, but what kind of model to be.

I want this essay to be a clarion call to those with influence to reflect on the behaviors they transmit, to double down on the positive traits learned from the best leaders, and to be vigilant in recognizing—and rejecting—the toxic influences of anti-models. It is a reminder that the work of leadership is never finished, that each day brings fresh opportunities to embody and transmit values that will nourish organizations and communities for generations to come.

In modeling civility, stability, and generosity of spirit, leaders do not merely respond to the challenges of the day—they shape the world of tomorrow. The need has never been greater, and the time to start is now.

 

"The Seven words that will save your career"!

 

The Seven Words That Saved My Career: Lessons from a Life of Gracious Teachers

Reflections on learning, humility, and the power of “I don’t know, but I’ll find out”

We all have teachers who shape us—not just in the classroom, but in the winding corridors of our lives. Their lessons arrive in unexpected moments, often at times of loss, transition, or challenge. For me, those lessons began early, after my mother passed away when I was just 13. In the vacuum her absence left, my grandmother—Mama—stepped in, offering not just comfort but wisdom, the kind that roots itself deeply and quietly in one’s character.

I’ve written before about Mama’s “Tobacco Plug” and the story of the “Turkey Bag,” pivotal moments that ignited my passion for legacy and storytelling. But she wasn’t the only source of wisdom in my youth. My Aunt Lorraine, my mother’s sister, imparted what would become known in our family as “Aunt Lorraine’s Law,” a principle that’s guided me through countless decisions, both personal and professional.

As I grew older, my list of teachers expanded beyond family, finding new mentors in the workplace. Throughout my career, I was fortunate to work under remarkable leaders who were, above all, remarkable teachers—many of whom I’ve honored in previous essays. One of the most widely read essays on this blog comes features lessons from a former CEO of The Coca Cola Company, (https://fylegacy.blogspot.com/2009/05/teachable-point-of-view.html) and another often quoted story comes from my first boss at Kimberly-Clark (https://fylegacy.blogspot.com/2009/06/authenticity-foundation-of-leadership.html).  But one story, from my time as an MBA student at Vanderbilt University, stands out with particular clarity today.

It was the fall of 1984. I was in my second year, focused more on marketing and sales than on accounting, which had always seemed an opaque science to me. That semester, I found myself enrolled in Intermediate Accounting, taught by the inimitable Professor Tim DuBois. Now, “character” is too mild a word for Tim; he was a Renaissance man, as comfortable on stage as he was in the lecture hall—a published songwriter and a rising star in Nashville’s music industry. He’d even penned the hit song “Love in the First Degree” for the band Alabama.

One Tuesday morning in October—October 9th, to be precise, the day after the 1984 CMA Awards—Professor DuBois arrived in the lecture hall still wearing his tuxedo from the night before. Alabama had just won Entertainer of the Year, and it was obvious Tim hadn’t gone home to change, or perhaps even to sleep. He tossed his overcoat onto the overhead projector and, leaning heavily against it, confessed that the morning’s lesson would be brief. The hangover, he admitted, was pending.

But what followed was a masterclass in humility and professional wisdom. “There are seven words that will save your career,” he drawled in his distinctive Oklahoma accent. “‘I don’t know, but I’ll find out.’” We leaned in, captivated. He went on to explain that at some point, each of us would be confronted with a difficult question or a daunting task, and we’d feel compelled to bluff our way through. That impulse, he warned, was a career-ending trap. Far better to admit our ignorance and commit to seeking the answer.

The lesson lasted barely ten minutes, but its impact endures. Professor DuBois gathered his things and headed out, presumably for a well-earned nap. I have since shared his words with hundreds of colleagues and mentees. In fact, I was reminded of them just last week. Over dinner with an investment banker, I fielded a series of intricate questions about a company’s balance sheet. I handled most with ease, but soon hit a wall—a detail escaped me. The echo of Professor DuBois’s voice rang in my ears, and I found myself saying, “I don’t know, but I’ll find out.” Not only did the honesty strengthen our conversation, but it also offered a teachable moment: I recounted the story of that fateful morning in 1984, passing the lesson forward.

The banker, far too young to remember that distant October, was grateful. He planned to share the story with his own team. And so, the wisdom of Professor DuBois continues to ripple outward, shaping generations in industries far from his own.

As you consider your own journey, reflect on your “teachers”—those who have nudged, guided, and inspired you along the way. Find fresh ways to honor them. Share their lessons, not just for nostalgia’s sake, but so their wisdom might light the path for others, as it once did for you.

Sometimes, the most powerful thing we can say isn’t “I know,” but “I’ll find out.” In those seven words lies the humility to learn and the courage to grow—a lesson for us all, no matter where our story began.

 

The change ( and progress) signified with the ending of "Dial-up" Internet

Change Is Certain, Progress Is Not: Reflections on Four Decades of Technological and Cultural Transformation

From Acoustic Couplers to Artificial Intelligence—A Personal Journey

The news that AOL, once "America On Line," will soon retire its dial-up service may seem like a minor blip in today's digital landscape. In reality, this quiet ending is a poignant milestone in a vast parade of technological evolution—one that I have had the privilege of witnessing, and at times being bewildered by, over the course of my adult life and 40+ year business career. As I approach my 64th birthday, reflections abound: not only on inventions and obsolescence, but also on the intricate dance between change and progress, and how we find meaning and direction within the whirlwind.

AOL's Farewell: The End of a Digital Era

In about a month, AOL will cease offering dial-up internet access—a service that was, for a time, the very lifeblood of the online world. Dial-up, with its iconic screech and hiss, connected a generation to the vastness of cyberspace. Today, less than 0.1% of U.S. households still use it, but its departure serves as a gentle requiem not just for a technology, but for an era marked by anticipation and discovery. For many, the phrase "You've got mail!" is not just nostalgia; it's a reminder of simpler, slower, more deliberate connections.

This moment has prompted me to look back—not only at AOL, but at the sweeping revolutions that have defined my professional and personal journey. These are not merely changes in gadgets or services; they are shifts in how we communicate, work, learn, and dream.

The Pace and Paradox of Change

When I started college in 1979, the landscape was unrecognizable by today's standards. Imagine embarking on higher education without cell phones, personal computers, the internet, social media, email, text messaging, ride-sharing apps, and the myriad conveniences that now define everyday life. These things simply did not exist. The notion that, in 2025, we carry in our pockets devices more powerful than the mainframes of yesteryear would have seemed like science fiction.

Throughout the decades, I have often remarked: "Change is certain, progress is not." These words echo truer with each passing year. While the pace of innovation is exhilarating—at times, mind-boggling—it is not always accompanied by corresponding improvements in quality of life, equity, or happiness. There is a fundamental distinction between change—the ceaseless evolution of tools, systems, and paradigms—and progress, which is the meaningful, positive transformation of our human experience.

The Mainframe and the Modem: Early Days of Computing

One story from my college years illustrates both the marvel and the madness of early computing. In a statistics class, we were required to master regression analysis, starting with the basics—working out the "Least Squares Method" with pencil and paper. But the real magic happened with SPSS, a software package still used today (now as "IBM SPSS").

Back then, using SPSS was a logistical adventure. We typed our data into a keyboard equipped with an acoustic coupler. After programming our inputs, we would dial a touch-tone phone, listen for the static handshake, and nestle the receiver into the coupler, connecting us to a mainframe computer at Ohio State—over a hundred miles away. Our batch projects were submitted to run whenever mainframe time became available, often overnight. The following day, we would check back for results—or, more often than not, to discover a keystroke error that required another cycle of patience and repetition.

It is literally astonishing to compare that ritual with the present. Today, I can run a regression analysis on my smartphone, in seconds. What once took hours or days is now compressed into moments. This is, without question, a triumph of both change and progress.

Witness to Revolutions

My career has been shaped by a dizzying succession of revolutions—plural with intent. From analog to digital, from local to global, from scarcity of information to its overwhelming abundance. Each wave has brought new tools, opportunities, and challenges.

Consider the workplace: Once, communication meant memos, phone calls, and face-to-face meetings. Now, email, instant messaging, and video conferences have redefined collaboration, but also introduced new distractions and anxieties. Financial services, manufacturing, healthcare, education—no sector has been immune to the relentless march of innovation.

Yet, amid this acceleration, questions persist: Are we more productive, or merely busier? More connected, or more distracted? Does each new technology bring us closer together, or isolate us within our curated digital bubbles? The answers are nuanced, and the relationship between change and progress is anything but linear.

The Advent of Artificial Intelligence: A New Frontier

Today, we stand on the cusp of yet another technological revolution—artificial intelligence. The headlines are filled with speculation, hope, and fear about AI's impact on jobs, business, industry, and society at large. Prognosticators abound, offering visions both utopian and dystopian.

I do not claim to be an "early adopter," but neither am I a Luddite. AI, to me, is simply the latest set of tools to be explored, understood, and harnessed. I have begun to incorporate AI into my work—using it to edit and enhance my writing, to conduct advanced searches, to learn and to question. I am acutely aware that I am in the earliest days of this journey, just as unsure and awed as I was in front of that acoustic-coupler-equipped keyboard all those years ago.

The difference, perhaps, is that I now have the wisdom to appreciate both the promise and the pitfalls of new technology. I know that no tool is inherently good or bad; its value lies in how it is used, and for what purpose. Change is certain, but progress must be pursued, shaped, and, at times, defended.

Finding Progress Amidst Change

So, as AOL prepares to fade into the tapestry of history, I am reminded that the true measure of any technological revolution lies not in its novelty, but in its capacity to serve human flourishing. The tools we invent and adopt should expand our possibilities, deepen our connections, and enrich our lives—not merely accelerate our pace or multiply our distractions.

As I move toward another milestone birthday, I do not wish to be absent from the journey ahead. I want to remain curious, adaptable, and engaged—to keep questioning how each wave of change can be transformed into genuine progress. The revolutions of the past forty years have been incredible, and those still to come will be no less so. My hope is that we all find ways to steer these changes toward a future that is not just different, but better.

In the end, perhaps that is the greatest lesson of a life spent amid technological upheaval: that while change is certain, progress is not—but it is always within our reach, if we are willing to seek it out, shape it, and share it.

postscript:  you might notice a change in the font/layout/use of color in the essay above vs some of my past postings.... yes indeed an outcome of me using an AI tool to take my original essay and suggest edits based on grammar and on techniques to help readability on a blog platform... a helpful tool indeed!

Leadership Pride from the “sidelines”

 

 

Let me begin by expressing just how proud I am of the teams at Butterfly Equity and Generous Brands. The recent announcement of their deal to acquire Health-Ade truly brought a smile of pride to my face. This acquisition expands an already impressive platform of better-for-you refrigerated beverage brands and fulfills a vision we first embraced when we repurchased the company from Campbell’s in 2019. Back then, the business was facing serious challenges on both top-line and bottom-line performance, and we knew we’d have to rebuild the team, stabilize the CPG and retail fresh carrot businesses, and carve out the company from Campbell’s before we could pursue any larger strategic opportunities. Of course, none of us could have anticipated that Covid was just around the corner.

Yet, I am deeply proud of how the team united through the pandemic. They not only weathered the storm but emerged stronger, never losing sight of the major strategic priorities: splitting the historic company into two distinct, focused entities and expanding the robust refrigerated beverage platform with new brands. These were ideas conceived in 2019 … and now, they are realities.

When I retired early last year, as we took steps to split the company into its two natural businesses (one focused on retail fresh carrots, the other on CPG brands and products), I had a chance to step back and observe how both independent teams would perform. While it was sometimes difficult to be on the sidelines rather than on the front lines, it has been a genuinely rewarding “legacy moment” to watch leaders—some I’ve worked with for years and others I helped bring on recently—rise to meet new challenges and seize fresh opportunities. None of these moments have been more significant than the acquisition announced last week.

With a career now spanning over four decades, my hope for the next chapter is to experience more of these “legacy moments,” seeing great leaders and their teams make meaningful impacts across the business world and leave lasting legacies of their own. Rather than leading from the front, my focus is on coaching, mentoring, and advising from the sidelines—always ready to support the teams I admire so much.

Noting that I rarely include last names in my essays, I feel compelled to recognize the exceptional leadership, vision, and influence of Adam and Jeff. Their relentless drive and steadfast dedication were instrumental in making this deal happen. I also want to shine a light on the remarkable team of Phil, David, and Todd—brilliant operating executives at Generous Brands whose expertise and collaboration have truly laid the groundwork for this achievement. Over the course of my career, I’ve had the honor of working with many gifted individuals, but these five stand out as Generous Brands charts its course toward new opportunities. I am deeply grateful for their remarkable impact, and it fills me with pride to cheer them on from the sidelines.

Leadership requirements for a very challenging world!

 

 

Over the years (now more than 16 years) since I started posting essays on this blog, I have intentionally steered away from partisan political topics.  In our ever more stratified world and country, I have worked to be a voice sharing thoughts about lessons of leadership and life. stories, insights and experiences (literally printed on the “masthead” of my blog) that would resonate and connect to readers across countries, continents and political affiliations.  Today I turn my attention to the path ahead in this country (and I suspect it will have broader application) and what I see as a “requirement” for leaders working to be agents of progress in a challenging world.  While my data source may seem partisan, my intent is to use the FACTS of today to push us as leaders to be mor effective in light of the challenges of tomorrow.

Last week, right before the holiday the house passed the budget bill that had come back to them as part of the “budget reconciliation legislative process” from the senate.  The FACTS of the bill are stark and have been widely reported…. Including extended tax cuts for wealthier Americans, budget increases for Defense and ICE, with large budget cuts in SNAP and Medicaid… all resulting in a significant increase in the budget deficit and an expansion of our National Debt.  What has been equally well reported is the broad unpopularity of the bill captured in polls taken across the last month or so featured below.  While its a dangerous idea to try to lead and govern a  country based on polls of the moment, this is a brutal picture that shows just how unpopular this bill is across a wide range of individual polls and polling methodologies.

My purpose for this essay is not to complain about this bill or prognosticate on the implications of the budget moves (there is plenty of that going on in the media currently.) My intent is to share a few thoughts that have struck me on how I need to act/operate as a leader today in light of the FACTS of the budget and our current landscape and encourage other leaders to join in thinking about their approach as well.

A few key ideas/themes keep resonating as priorities going forward… and here are three that I am currently working hard on implementing:

Clear Eyed:  

We live at a time of incredible and accelerating change.  Historic global norms, alliances, business models, tariff plans, tax policies, supreme court rulings emerge and fall by the wayside daily and it’s difficult to keep up with the barrage of headlines announcing the latest dynamics.  In this context, I am working to stay current and accurate with the facts at hand while also working to NOT get whip-sawed by the histrionics being applied to these moves by any political party or orientation.  It’s why I used the spelling of “FACTS” in capital letters above as I commented on the recently passed budget bill.  While the potential implications are always important to consider… it’s the “FACTS” that are in the bill that will be most important to “see” clearly.  Now more than ever I am focused on that “clear-eyed” approach and am working hard to bring that to life daily.

Positive/productively focused on tomorrow

I have always “joked” that we were just trying to “make tomorrow a little bit better than yesterday” as a way of describing my focus for the business/team/organization that I was involved with at that moment.  While a historic “joke,” that admonition seems like a “stretch-goal” in today’s reality.  Considering the challenges that are emerging from so many facets of life, it’s difficult to keep “working on tomorrow” with a positive/productive tone.  Regardless of the challenges and pressures, I know I need to keeping working on my “positive/productive” headset and to keep my focus and action on ways to improve the ‘tomorrows” for all of us!

More resilient than ever

Recently I posted an essay on the topic of resilience ( see more at, https://fylegacy.blogspot.com/2025/06/resilience-vital-priority-for-leaders.html)  The idea was to reinforce that for leaders that “resiliency” was a very important characteristic, centered around the definition of “the capacity to withstand or to recover quickly from difficulties; toughness.”  This idea that we need to “recover quickly” seems truer and more relevant today than when I posted that essay just a month or two ago.  I am focused on how I can bounce back/ “recover quickly” from challenges and issues that arise. 

As we face the dynamics and challenges that lie ahead… either in your specific challenging business landscape or in the wildly changing political world…. keep these three ideas in mind.  While certainly no panacea, I believe that these three “leadership requirements” are more important today and in the days ahead than in any time of my now 40+ year business career and professional life. 

The ultimate demonstration of power is to give power away.

 

 

It is with humility and an awareness of the “unpopularity” of this topic that I begin today’s essay.  Here in 2025, in a world torn apart by war, mis-trust and strife… and in a nation deeply and often violently divided on ideological/partisan lines, it’s hard to imagine that I would suggest a leadership concept that DID NOT build on the concept of the dominating strength of an individual leader.  I am explicitly suggesting that by looking at history and seeking models in today’s landscape we can learn the truth to the idea that the “ultimate demonstration of power is to give power away.”

As is often my bent, I take a page from history and look to the end of the American Revolutionary war in 1783.  Having defeated the British army at Yorktown and signed a peace treaty officially ending hostilities, thus forming the United States of America as a new world nation, it was unclear how power, specifically the executive power of this new country would be established.  The following is a quote from the Maryland state archives,

“At the end of the Revolutionary War, many people in America and Europe thought Washington would retain the reins of power to become the leader of the new nation, or even king. When told by the American artist Benjamin West that Washington was going to resign, King George III of England said "If he does that, he will be the greatest man in the world."”

This comment from King George III of England from that time is at the center of my premise… that by walking away from power, by giving it “back” to the infant federal government Washington would be the “greatest man in the world”… simply by taking the action of “giving power away.”  While an incredible historic moment in 1783, it was one repeated later that century when Washington “stepped down” as President after his second term, leading to our first “presidential election” which was a hotly contested one (ultimately won by John Adams) in 1796.  Though being asked, encouraged and at times “coerced” into a third term, Washington once again had the strength and conviction to “give power away” and not serve a third term as President, thus retiring to Mt. Vernon where he passed away soon after in 1799.  The picture above, hangs in the Rotunda of the U.S. Capital shows General George Washington resigning his commission at the end of the war.  While a historic depiction of the actual event, it has tremendous symbolic meaning reinforcing the primacy of the civilian elected officials of congress over the power of the military, and the central foundation of that congress rooted in the U.S. constitution… a history lesson well worth remembering today in the light of the recent “No Kings” rallies across all 50 states!

As I mentioned in the first sentence above, this concept of “giving power away” as an act of power certainly seems foreign in our political landscape today; equally rarely see it practiced well in the universe of business.  Business leaders are expected to be decisive, have all the answers, be clear thinking in times of uncertainty and to somehow “divine” the future trends coming at a business regardless of industry country.  It is in this context that I often go back to the quote from Warren Buffet below.  

 

His comments about the idea that “True power is about sitting back and observing things with logic. True power is restraint.” rings so true to me and my personal leadership journey.  “True power” emanating from restraint is so hard to achieve, especially in times of uncertainty and crisis.  “Sitting back” and working to logically understand the situation at hand WITHOUT EMOTION is so key to leading an organization through challenging moments…so key to being truly powerful as a leader FOR the enterprise that is being led.

Take a few moments when you can to find ways to “give power away” and look for avenues of impact within your organization ( or colleagues outside of your team) where those actions of “restraint” can have a powerful productive impact.

postscript:  a quick note to say thank you to the readers of this blog.  Last week the blog hit 200k+ page views with 289 essays posted on line.  what started out as fulfilling a request for a friend to "post a story or two," the blog now has a life of its own and I am incredibly humbled and thankful for your readership!

 

“Resilience” ... a vital priority for leaders!

 

 

I had the real pleasure to recently attend a conference convened by a VC firm that I have been working with over the past year.  Across my 40-year career (I know… that’s quite a few conferences!!) I have attended or spoken at innumerable events… but few more challenging, thought provoking or compelling that this event held in Chicago last month.  The host organization identified four major global trends/dynamics that are facing companies, countries and communities broadly, and brought in world level experts in their fields to talk candidly about where the world stood on these topics and what issues were to be faced in the years ahead… nothing candy coated…with voices across the political spectrum to reduce partisan bias… and while each topic was exceedingly challenging, the confluence of the four literally took my breath away!  

Four Major Global trends

·      Climate Change: Assume global warming continues its upward trend

·      AI: the explosion of AI across industries/roles and the increased energy demand associated to its expansion

·      Geo-Political Realignment: the ascendency of China and the “re-alignment” of global alliances vs post WW II models

·      Decline of the U.S. Dollar as “sole/primary” global reserve currency and the impact of a widening U.S. deficit

I am not going to try to summarize each point, of to explore some of the side discussions that centered around areas where the four trends interacted/collided… instead I want to share how I “FELT” as I headed to the airport to fly home.  Intellectually energized, and professionally challenged are beyond understatements… but I kept thinking how we need to work on ( build, enhance, help, guide, teach,” you name the appropriate verb) our companies, our communities, our teams, our families to be stronger, more durable and ultimately more “resilient” to face the incredible challenges ( and opportunities) that lie ahead!  My core takeaway from the Chicago conference was our need to be “resilient-centered” leaders, teachers, and parents!

Dictionary

Definitions from Oxford Languages · Learn more

re·sil·ience

/rəˈzilēəns/

noun

1. 1. 

the capacity to withstand or to recover quickly from difficulties; toughness.

"the remarkable resilience of so many institutions"

2. 2. the ability of a substance or object to spring back into shape; elasticity."nylon is excellent in wearability and resilience"

 

I began digging into the idea that it was naïve, and actually dangerous to try to “wish away” or ignore the challenges coming our way.  Our focus should be on how to “avoid” the problems ahead… but how to “recover” or “bounce back” from what will certainly be tough years (maybe decades) ahead.  This orientation around resilience in leaders is one that I haven’t thought about deeply before and certainly not one that I have tried to coach/teach or recruit for… but now is center to my focus.  Too many times, we have recruited/promoted young leaders because of their achievements and successes (seems logical) NOT because of the biggest challenges/problems/issues they have faced.  Our focus in on the “good-stuff,” not how big of an issue/challenge/problem have they “sprung back” from across their career.  This “resilience orientation” was top of mind for me coming out of the professional conference in Chicago, but it made me think about how to build a “resilient” leadership culture in a company or in a culture.

Its hard to visualize but imagine scrolling through “Linked In” on a random day, and rather than seeing post after post of exciting new roles/achievements/accomplishments/etc., one would see highlights of leaders/teams facing significant challenges, and recovering/bouncing back in great fashion… learning lessons on how to recover and be “resilient” in the face of challenge/dilemma.  A different landscape than today… a “resilience centered” landscape that we need to work towards regardless of industry, company or culture. 

You might wonder at this point of the essay what the picture above has to do with the theme of “resilience.” The picture is from a recent family vacation and has our kids Bryson and Marie (along with their “significant others” Meg and James) at the beach and in the surf with yours truly sitting under an umbrella on the sand. That morning the surf kept growing… the waves getting larger... and the “kids” handled the changing landscape brilliantly!   They first jumped over the coming waves, at times they “body surfed” them into shore, and at times they dove below the breaking waves to come out the other side…the waves were coming and getting larger…there was no stopping that… but how they handled them kept changing and expanding… their “resilience” kept growing as conditions changed.

Coming our of that conference, I am “chewing on” this idea of “resilience” and I know I will be processing it for some time…I am looking for ways to build my personal “leadership resilience” and I hope that you can find ways to build your “resilience” ( and the “resilience” of your teams) to face the challenges that most certainly lie ahead!

Innovation can come from some surprising "corners".... be ready and be open!!

 

It may seem odd that I touch on the topic of "Innovation" and use heirloom tomatoes as my inspiration.  It is from this "surprising corner" of our garden this spring that I am reminded of the unusual and unexpected sources of "Innovation," and I want to encourage leaders to be open, willing and ready to be surprised as innovative ideas/products/processes show up on their radar screens.

I have been an avid gardener my whole life and come from a family of very keen gardeners.  My paternal grandmother ( "MaMa") kept a large garden for decades, canning green beans, pickles, stewed tomatoes and other treats that she grew herself.  My brother is a master gardener, and produces an incredible array of fruits and vegetables every year.  As for me... a self described gardening "novice," my focus is on tomatoes... and specifically two varieties of heirloom tomatoes.  One variety has been raised in my family for decades... certainly more than 50 years... and maybe longer than 75.  MaMa raised them for years in her garden, then my father kept up the tradition, then passed the seeds along to my brother and me.  I have raised them for more than 25 years and have shared the seeds with friends and fellow gardeners across the globe.  Its a determinate ( only grows to a limited height) tomato plant, with serrated leaves, that puts off orange "tennis ball" sized fruit that show a faint pink stripe when ripe... I call them "MaMa's old stripers." The second variety was given to me by the parents of my childhood friend Dave Carfang.  This variety has been grown by his family or ours since the mid 1970's, and is an indeterminate ( grows to an unlimited height) tomato plant, with smooth edged leaves, and produces very large pink fruit... sometimes between 1-2 pounds per tomato... and we call them the "Carfang big pinks."  Every year I keep the seeds from one exceptional tomato from each variety, prepare them and set them aside for the following season.  This year that process has produced some unexpected outcomes... an unexpected "Innovation"...that I only recognized once the seedlings were transplanted into the garden. 

The picture above is of this "unexpected innovation" which came from the seeds of a single  "Carfang big pink" from last summer.  It's tall, growing well and the same height as the other "big pinks'... but it has serrated leaves..just like the "old stripers!"  Over the decades that I have been growing the "big pinks," I have never seen this phenomenon... this permutation.... this "innovation" before!  The first picture below is of a small "old striper" in the garden today (note the height and serrated leaves) and the second one is of a "big pink" plant, also in the garden today(note the height and the smooth leaves.)  I have no idea what this "new tomato plant" will produce, or whether it will actually bear fruit this season.... but I can't wait to see!!  I knew that heirloom tomatoes (unlike hybrid varieties) are open pollinators and could be "open" to cross pollination... I just had never seen it before and was certainly not setting out to create a new varietal!

I will keep everyone posted on the progress, and hopefully the fruit, of this new tomato variety... but I share this story to make a point.  I have been gardening for decades... and my family has been "in the garden" for more than 100 years for sure.... and this little "new" tomato plant has blown me away!  In that same spirit... as leaders of businesses, organizations and teams I want to encourage each of you to be ready to be surprised by innovations in areas that you thought you knew very well... areas that you have worked on for years or maybe decades. Be ready... be open ... be flexible for the innovations happening in "your gardens" right now and enjoy the process and get excited about the unique/unexpected examples of "Innovation" that may surprise you when you are least looking for them!

Leaders leading leaders

 

Over the past few weeks, I have found myself in various conversations with several friends, most of whom are currently leading companies or large teams and the topic of “Leaders leading leaders” keeps coming up.  In one of those conversations, I was asked if I had written an essay on this topic, and if so, could I shoot it over.  After a quick check of the 285 essays that are up online (hard to imagine that I am creeping up on 300!!) while I have covered the topic of “Leadership” a ton, I have NEVER explicitly talked about the unique reality/responsibility of “Leaders leading leaders.”  As one grows in their career, you often start as an individual contributor, having your personal impact in your assigned role, building skills and understanding about the role, the organization, etc.  Over time, you might be promoted to a team leader… leading individual contributors and starting to build your craft as a leader.  The reality is with success, team leaders advance and start becoming leaders of larger teams, departments or organizations and ultimately starting to become “leaders of leaders.”  This dynamic is a crucial and important step and is often fraught with challenge and often failure… I hope that the following three ideas/concepts may help you navigate this career progression step with grace and impact.

Looking back over my archive of essays on leadership, there are three that I want to utilize as foundational to the idea of being successful as a “leader of leaders.”

Authenticity: The foundation of a leader.  Let’s go back to 2009 and the lessons from my old boss from Kimberly-Clark, Bruce Paynter.  Bruce was diagnosed with ALS in 2008, and I have the chance, and the honor to spend a lot of time with him and his family in 2009 up until his passing that July.  Bruce had a huge impact on me when I worked for him in the mid 80’s and those months/weeks and days I had with him before he passed are still fresh for me and alive with insights.  Just a few weeks before he passed, I was in a hospice facility with him, and he wanted to talk about this idea… that “Authenticity” was the foundation of a successful leader.  You can read more about that moment in the essay from 2009 (https://fylegacy.blogspot.com/2009/06/authenticity-foundation-of-leadership.html) but in my experience, this idea is so deeply true.  First and foremost, as a leader YOU need to work hard on YOUR authenticity… ensuring that your words and actions are aligned along the “rail of authenticity” that Bruce described.  Then, and only then, can you help your direct reports who are leaders find THEIR own authentic voice, help them align their words and actions closer to the “rail of authenticity, helping them with the work of being open and authentic broadly to their organizations.

Leader as teacher:  Over my 40-year career (another “hard to believe” number) I have had the chance to work with some very impactful and inspiring leaders across organizations… and this lesson comes from a former CEO of The Coca- Cola Company… Neville Isdell.  In 2004 as he returned to the company, he led an effort that he called “The Manifesto for Growth,” working to re-energize the company and the broader global bottling system into a period or rejuvenation and “growth!”  I had the chance to be part of that process, working with about 100 other Coke execs from across the globe… it was an intense, exhausting and energizing ( yes those two ideas go together) process; the output was excellent and very productive.  In one specific session, Neville pushed us as leaders to not wait to be told what to do… but to have a unique point of view.  He stopped himself in mid-sentence… correcting himself to say no, not just a point of view… I need leaders who have a “teachable point of view!!!”  you can read more here (https://fylegacy.blogspot.com/2009/05/teachable-point-of-view.html) but this idea of “leaders as teachers” is the second concept that I want to highlight.  As you grow in your career, wanting to have a broader and stronger impact, your role as a leader is actually limited by your physical capacity for output if you think of yourself as a singular communication point.  If you think of your leadership model as a teacher… touching/teaching/impacting a multitude around you it allows your impact to grow exponentially…. Especially if you start affecting the leaders around you to be “teachers” as well.

Three impact points of leadership: My final concept to help “Leaders of leaders” is based on a very simple principle depicted here.  

  The idea that as a leader you are ALWAYS working the “three impact points” (https://fylegacy.blogspot.com/2009/03/three-impact-points-of-leadership.html) but they are not always in this order!  Sometimes focusing more on inspiration, sometimes more on education, sometimes more on direction.  An effective leader is ALWAYS toggling this triangle and rethinking each of the impact points for every interaction.  “Leaders of leaders” do this on two levels… in one vector you are approaching your team, your reports and your organization and determining the focus areas and the needed alignment of the three impact points.  You are also helping your direct reports who are leaders think through THEIR use of the three impact points…. THEIR approach to THEIR teams… coaching them on ways to “inspire/educate/direct” that are authentic for THEM!!

 

As “leaders of leaders,” I hope you can use these three ideas with your teams.  As I reflect across my career, I often go back to these three concepts (Authenticity/ Leader as teacher/Three impact points of leadership) as foundational lessons for me as a leader … and core ideas that help me be a better “Leader of leaders.”  My hope is that these ideas are helpful to you and that you can bring them to life so that they are productive for you and your organizations today!

 

Leaders...nourish your spirit!

It may seem like an odd topic to highlight, but I have had a number of conversations with friends/associates recently that have brought this issue front and center.  The mixture of  "normal" business issues, combined with fast changing economic trends, credit market fluctuations, global tariff challenges and (for many) a dizzying amount of political dynamics/stress/conflict in Washington and across the globe has increased stress, anxiety and uncertainty for leaders across the board.  New headlines emerge every day... sometimes every hour... that seem to promote stress and unpredictability in markets all over the world and certainly in businesses closer to home.  Its in this stress-filled context that I am suggesting that we as leaders NEED to think about and take actions that help to promote our own stability and well being... find ways to "nourish" our own spirits!

With this background set, it probably seems odd that I highlight a restaurant ( pictured here) in

Bakersfield California... my dear old 24th st. Cafe!  During my time at Bolthouse Farms... 2009-2015 and then again in 2019-2024, I spent a lot of time in Bakersfield California and became very fond of that rough and tumble town.  Very similar to the world I grew up in outside of Pittsburgh Pa., Bakersfield is a working class town, filled with a very diverse set of hard working folks, mainly working in the Ag & Oil industries, proud of their town and heritage regardless of what others may say.  During my second stint with Bolthouse Farms, after buying the company back from Campbell's, I commuted from Atlanta to Bakersfield almost every week and ultimately kept an apartment on the far west side of town.  The business challenges for all of us buying the company back, carving it out of Campbell's, and reversing massive revenue and profit declines were extreme... and that was without us knowing that Covid was lurking 9 months in our future.  The stress and challenges of leading Bolthouse Farms through Covid were certainly the hardest of my career, and probably my proudest professional accomplishments without question.... but my stress was sky high and my spirit NEEDED nourishing !

The 24th cafe was a favorite breakfast haunt before Covid, but after it re-opened it became a regular stop on my early drive to the plant.  Opening at 6am, many mornings I was one of the "early shift" at the restaurant, sitting down at the counter getting my coffee, ordering breakfast and catching up with Crystal and Donna... both who worked early every morning.  This routine was not just a way to "grab breakfast"... it became an important way for me to get set for the day of unknown challenges that would lie ahead... nourishing my spirit along with my body.  While I loved the food and miss it now that I have retired, I look back to those early mornings at the counter and am so appreciative that it was there for me... a quiet spot where I could be strengthened for the day ahead.  That memory... that reality is needed now for so many of us just like it was needed for me back in 2020-2023.

One reality for leaders across industries and organizations is that we are always so visible.  Our organizations watch and listen to us so closely... whether in live settings, and on "zoom calls."  I was floored recently when someone on a zoom call who I have worked with for years noted that I had moved a few books and a hat on the shelf behind my desk in my home office.  They had seen me on zoom for years and actually were somehow tracking what was in my background.  It was a good reminder that leaders are so visible in so many ways; sure the books and hat that I had moved were noted, but it reminded me that other less "physical" changes are also often seen by our teams.  A leader's stress, anxiety, shortness of temper, etc. are all easily seen and felt by an organization and while I will NEVER advocate being in-authentic as a leader... I am advocating that we need to take action to manage ourselves... manage our stress... and to nourish our spirit when we are "feeling the challenges" of the moment.  By nourishing our own spirit, we are inherently nourishing the spirit of the entire organization.

This idea also translates into personal relationships.  Recently we had some dear friends over for dinner, and after the meal we sat together and the conversation veered to today's political reality.  While I don't use this blog for personal political ends,  I am never shy to share where I stand on things and I joined in with the conversation where all four of us were beyond angry/frustrated/worried/discouraged with what is happening with the current administration in Washington.  After sharing frustrations and examples of the "latest abomination"... Global tariffs and an emerging trade war, Greenland nonsense, CDC defunding, Elon Musk antics in Wisconsin, destabilizing relations with historic allies, and the list kept growing... we took a breath ( or two!) and  talked about what we can and should be doing right now in opposition to this Washington chaos.  We talked about supporting legal groups taking action in the courts to slow/stop/reverse a number of the actions being led by the administration.  We discussed the importance of the mid-terms and special elections and the need to work/support key candidates in key toss-up races.  Finally, I suggested that we needed to "nourish our spirits" for the battles ahead.

 Yes it's a crazy time right now, but odds are that it will be even crazier in the weeks and months ahead and that we need to be ready and strengthened for the fight ahead.  Just coincidentally I had baked sourdough bread that morning and I cut our friends a big piece of the loaf to take home and suggested that it would make great toast in the morning...a way to"nourish your spirit to start you day."  While not quite exactly like sitting at the counter at the 24th st. Cafe, the idea is the same.  Find ways to protect and strengthen your spirit for the challenges ahead... whether in business, politics or broadly in life.... find your 24th st. Cafe, your sourdough toast or whatever is best for YOU as a way to strengthen and nourish your spirit.

postscript: here we are just a few days after posting this essay and all I have to say is "Wisconsin has spoken"... and the trade wars have begun.  Musk's efforts to "buy" the Wisconsin state supreme court election has failed completely and The President's unilateral "highly regrettable" (a quote from the Japanese Prime Minister) tariffs have been deployed causing a dramatic negative global market reaction.  It is a wild ride indeed and is clearly going to get wilder before it gets calmer.... and we need to be a strong, resolute and as clear-eyed as possible... I am working hard to "nourish my spirit" for the battles ahead and I hope you do the same!