300k and more to come.... what do the numbers say??

 

Seventeen years ago, in the spring of 2009, I posted the first of the 315 essay that are now "up and on-line" on my "Find your Legacy" blog.  It has been quite a journey, well beyond any expectations on my part when first starting, but here we are and last week the blog received it's 300,000th page view. ( the metrics below show the stats as of this morning with 301588 page views to date) Humbled and bit bewildered, I decided to take a second and reflect on the journey and see what the "stats" tell us about the content that has drawn the reader's attention to date.

Pulling up the specific stats on the essays, it's interesting to reflect that the "readership" ( measured crudely here by page views) is not "smooth" or regular over the essays.  With 315 essay posted, and a bit over 300k page views to date, the "average" page views/essay should equal a bit more than 950 page views/essay.  As you can see from the metrics below, using stats since I started posting in 2009, there are a number of essays that really "stand out" of the pack.

These "top 6" rise to the top of the list... all with well more than 1k page views/essay ... and it got me wondering to what this list might "tell us."  A few reflections:

• The #1 essay, "A teachable point of view" was posted in 2009, and shared a story about Neville Isdell when he was Chairman and CEO of The Coca-Cola Company.  Even though posted 17 years ago, it was still one of the top "read" essays over the past 12 months.  It's an approachable story and "lesson" that is applicable across organization size, industries and challenges.  It is a clear challenge for leaders broadly to "step up" their own performance and to raise their expectations personally, and for the other leaders in their organizations.                                                                                          
• Three of these essays share easy to remember "habits" that are applicable literally daily!  I have used the lessons of "The Curbside Debrief," "The Tyranny of the Urgent," and "Praise in Public, Coach in Private," across my career ( now 40+ years ) and I literally have used two of them this week... and its only Tuesday!
• Finally the essay "Our Actions Betray our Intent" is a reminder to leaders that regardless of what you "say," or try to communicate, organizations/teams/departments are savvy and they "watch" your actions more than listen to your words!  It's a dangerous moment when a leader's words communicate one thing, and their actions another... and ultimately their actions really "tell" the story.  I have shared this idea with leaders across my career, and whether good or bad, it continues to be a required item that I reinforce regularly and broadly today.

In closing, I am humbled and appreciative to all the readers for a taking a few moments on this site, and I am hopeful that it has been helpful and productive to you and your organizations.  I am not certain where this journey may go over time, but I have more stories to share, more topics to cover and I look forward to sharing them in essays to come!

A "Fairview Flyer" Update

 

Some of you will remember from last fall, when I posted the story of the "Fairview Flyer," the new tomato varietal that I discovered/created in 2025 ( you can read that post below!)  While the results last year were remarkable, I had no idea what to expect for this season.  I kept seeds from three distinct tomatoes, and marked them accordingly.  After storing them in a dry dark place over the winter, I pulled the seeds out and proceeded to utilize my normal "seed starting" techniques. I used the "Fairview Flyer" seeds from one single tomato batch, and they germinated very well, and produced strong seedlings.  In early April, after the last frost, I planted 6 seedlings into the garden, flanked by 3 of MaMa's Yellow Tomatoes, and 3 of the "Carfang Big Pinks."  

Here we are in early June, and all 12 plants are flourishing, and 11 out of the 12 have put on fruit and are covered with blossoms.  Additionally as you can see from a recent picture to the right, the "Fairview Flyers" ( in the middle) are almost 7 feet tall and the "Carfang Big Pinks" ( on the right) are above 6 feet tall ( the bamboo poles I just put in are 10 ft tall!)  One oddity has presented itself... one of the "Fairview Flyer" is really small ( about 4 1/2 feet tall) and has produced no fruit or blossoms as of June 1.  It looks exactly like the MaMa Tomatoes which are all 52-54 inches tall, exactly the same plant and leaf color and shape... yet no blossoms and no fruit... fascinating!

Well the adventure in the garden continues, and later in the season I will post some pictures of the fruit coming off all three tomato varieties... and we'll see if my little "runt" "Fairview Flyer" produces anything at all.  When they say that every season is a new unique experience in the garden and in the fields of agriculture, I am living that truth deeply this season with the adventures of the "Fairview Flyer!"

Sunday, November 2, 2025

The story of the "Fairview Flyer"

 I started posting essays on this platform over 16 years ago... and from the beginning I wanted to share    lessons of leadership and life. stories, insights and experiences  (literally on the masthead of my blog) that might be insightful to the reader.  Here we are today with this essay being the 297th posted on the blog,  and with well over 225,000 page views to date I have been surprised and humbled by the breadth and impact of my "stories."  Today's essay is focused on a simple tomato, and the pure exhilaration that has emerged through this past gardening season!

For decades, I have been growing two varieties of heirloom tomatoes that have been passed to my by family and friends.  One I have written about that comes down from my grandmother that is a yellow tomato variety, on relatively short plants,  with very sweet somewhat small fruit that she grew for many years/decades, possibly from before I was born.  The second variety was passed along from my friend Dave Carfang's family, who were given this tomato ( "The Carfang Big Pinks) in the early 70's.  It grows on very long tomato vines, and produce large beautiful pink tomatoes, some as large (or larger) as 1 pound. Here is a picture of those two varieties from this past season.  I always knew that heirloom tomatoes were "open pollinators" meaning that they could possibly "cross pollinate" with other nearby tomatoes but over the years/decades I never had that "problem."

Well here we come to the spring of 2025, with tomato seedlings in the garden growing well and I notice an unusual phenomenon.  I had 14 seedlings in the garden that I raised from seeds from last year, seven of Mama's yellow tomatoes and what I THOUGHT were seven of the "Big Pinks."  Well to my amazement, one go the big pinks looks different from the others and ALL of them were from the seeds of one or two tomatoes from 2024.  Mama's tomatoes have serrated ( jagged) leaves and the "Big Pinks" have smooth leaves and lo and behold one of the "Big Pink" seedlings had serrated leaves.  I wrote about this dynamic back in May, you can see that essay here, https://fylegacy.blogspot.com/2025/05/innovation-can-come-from-some.html

The reality hit me mid-summer as the plants reached maturity and started putting off fruit.  Mama's tomato plants grew to about 5ft or so and stopped.  The "Big Pinks" grew to about 8-9 ft and stopped but this new "heirloom hybrid" just kept on growing.  As it put on fruit, I realized that the tomatoes were different and unique... larger than Mama's, smaller than the "Big Pinks" and had a touch of yellow/orange on the shoulders.. pictures below!

Well to say the least I was excited and amazed, the plant kept on growing and it prolifically put on fruit. I pulled the tomato plant/vine out of the garden this week and it was over 13 ft long.

 I took one of the best tomatoes it produced this summer and let it "over-ripen" on the vine and used it as my source for seeds.  I am so eager to get to late January when I start my tomato seeds and see if they are fertile and if I can propagate this new variety... which I have named "The Fairview Flyer."  

My focus in the essays that I have posted across all these years has been on the idea of "finding your legacy," the concept that if we can act intentionally in our families, our communities, our companies and our country we can leave all of those environments in a better place than when we found them.  I never thought that this concept might include creating a "new" tomato variety that I can pass along to generations of gardeners that may follow me... maybe someday marveling at the "Fairview Flyer" years/decades after I have passed, wondering about its humble origins as they enjoy the delicious tomatoes, or bemused but the amazing length of the vines at the end of the season.  I promise to add a postscript to this essay early next year once the seedlings get going!!

Executive “Complaining” … unproductive for the leader & destructive to the team

 

The reality of senior executives “complaining” is nothing new.  Since the beginning of my career (now 40+ years ago!!) I have been around business executives who chose to “complain” in public settings.  Maybe the “complaints” were about macro-economic trends, or competitive pricing actions, changing customer requirements/expectations, or board member “suggestions/feedback.”  Regardless of the impetus, I am sure we have all had moments when we have been in setting where executives (and a t time very senior executives) “complain” loudly, broadly and publicly.  Speaking only for myself, I am certain that there have been moments in my past where I was one of those “complainers.”  I am here today to share that executive “complaining” is never productive… neither for the “complaining” perpetrator, nor for their organizations/teams who get to witness/experience the venting!

This “double negative” impact of executive “complaining” is easy to understand.  For the executive, while they possibly get to blow off some steam, nothing productive emerges from the “complaining” session.  No root-cause analysis is undertaken, not brainstorming of possible response scenarios are created, no competitive or customer role playing undertaken to work to understand the possible motivations/drivers of the other party.  NO productive action comes from the “complaining” sessions, just some possible self-oriented venting by the executive.    For the team / organization who get to experience the “complaining,” the impact is extremely destructive.  

In the spirit that “everything communicates,” remember that leaders “teach” their teams by their actions (always good to re-read “Our Actions betray our Intent” https://fylegacy.blogspot.com/2017/06/our-actions-betray-our-intent.html) either good or bad.  A “complaining” boss tends to pass those habits on to their team and a “complaining” organization is a dangerous thing.  Over the years I have seen teams/organizations be very forward looking, creative and action oriented ready to face the challenges their businesses face.  Equally I have seen teams/organizations become very “problem oriented,” centered on the issues being faced (often with a lot of “complaining”) with limited problem solving or action orientation towards solutions.  These attributes could often be traced to the senior leaders and their habits and choices.  Leadership matters and has an impact on a company, a country or a team…good or bad!

Now leaders are humans and we all need to vent a bit… we ALL need to blow off steam at various points of our life and work because of the challenges we are facing … we just shouldn’t do it with our companies/organizations or teams.  Look for friends, mentors, or advisers (NOT your direct reports or organization broadly!!) who can listen empathetically, let you verbalize and vent on the challenges being faced and who can help redirect your personal energy and orientation to problem solving and action plan building for the challenges ahead.  I remember so clearly, in mid- March of 2020 flying back to Atlanta from Bakersfield California as the covid-19 pandemic hit hard.  I was scared, blown away, and needed to vent in a big way and I found myself some time with an old friend and historic work colleague Chris who didn’t work with me at Bolthouse Farms.  With a drink (maybe two ??) in hand, he let me talk, freak out a bit, and ultimately helped me get refocused for the very challenging path ahead.  I needed that time to vent… I needed that time to blow-off steam…. just not with my direct reports/team or organization.

 As you face the challenges ahead in your situations, try to remember this simple lesson….as a leader your impact is significant and work hard to not let your “need” to vent/complain bleed over to your organization… its unproductive for you as the leader and destructive for the team.

Driving Demand: the required action of the "Demand Drives Price" lesson

 

Lessons from Economics and Real-World Examples

“Driving demand” sits at the heart of the concept that “demand drives price.” This principle, rooted in fundamental economics, shapes the way businesses, industries, and even institutions operate and grow.

A Lesson from Micro-Economics

Fourteen years ago, I wrote an essay recounting a powerful lesson I learned on my first day in college Micro-Economics, way back in 1982. The lesson—titled “Demand Drives Price”—has stuck with me for over four decades and continues to inform my thinking today.

My Econ Professor illustrated this truth using three copies of the local newspaper, The Daily Record: yesterday’s edition, today's, and a hypothetical “tomorrow’s” edition. Today’s paper cost 25 cents in those days, and everyone agreed that was a fair price. It could be purchased on campus or at a local convenience store, and it was always $.25.  Yesterday’s paper, now outdated, was worth little—maybe a nickel for practical uses like lining a cat box or cleaning windows. But the hypothetical “tomorrow’s” paper, filled with future sports scores, world headlines, and stock prices, sparked excitement. Someone suggested it could be worth a dollar, then ten, then $100, and finally someone shouted, “Maybe $100,000!” The cost of production for each paper was identical, but the value varied astronomically, all because the "demand" was so different.

The Importance of Driving Demand

That morning lecture has stayed with me throughout my career. Whenever I face business challenges, I remind myself of the vital importance of driving demand. This isn’t just a theoretical concept—it’s a practical imperative for growth.

Supply, Demand, and Market Equilibrium

Across industries and organizations, the basic principles of supply and demand always hold. Every market has an equilibrium point where supply meets demand, determining the price and quantity the market will support. Yet, it’s surprising how often organizations forget that to foster growth—in both price and quantity—you must actively drive demand. Put simply, if you want to “sell more for more,” you need to create and nurture demand in your marketplace.

Real-World Examples: When Demand Falters

Let’s look at a few examples where the failure to drive demand led to decline:

• Frozen Concentrated Orange Juice (FCOJ): Once a staple in American households, FCOJ recently disappeared from Minute Maid’s product lineup. The decline wasn’t just about changing consumer preferences; it was about the inability—or lack of action—to drive demand for the product. Without demand, even long-standing brands can fade away.
  
• Film Photography: Despite a surge in picture-taking, Kodak, once synonymous with photography, became irrelevant. The industry failed to adapt and drive demand in the new era of digital photography. Kodak’s slow response to digital cameras—and later, smartphones—meant missed opportunities and lost relevance.
• Higher Education: Colleges and universities today face a “demographic cliff”—fewer college-age seniors and fewer foreign students. Without strong demand for their offerings, institutions struggle to attract incoming classes, leading to lower prices (more financial aid,) lower class sizes, and a downward spiral or cost cutting and "right-sizing" that don't address the core issue of "demand."  Only those institutions with compelling value propositions can maintain or grow demand and avoid “selling less for less.”

Learning from Success: Apple’s Turnaround

While these stories seem bleak, history offers hope. Consider Apple Computers in the late 1980s and 1990s. The company tried to cut costs to halt declining sales, but it wasn’t until Steve Jobs returned in 1997 that Apple began its turnaround. Jobs invested heavily in R&D, innovation, and marketing. With the launch of the iPod in 2001 and the iPhone in 2007, Apple became the growth juggernaut we know today. The lesson? Forget “saving your way to success.” Instead, focus on driving demand through innovation and marketing.

Conclusion: Make Driving Demand Your Priority

Remember the story of the three newspapers: if “demand drives price” is a core truth (and i deeply believe it is) we must all push ourselves—regardless of role, title, or industry—to drive demand in any way we can. It’s the key to growth, relevance, and lasting success.

 

The “Promiscuous” Consumer… disrupting legacy brands faster than ever!!

 

 

I have commented over the years in this forum about the “fickleness” of consumers.  Many years ago, I wrote an essay (https://fylegacy.blogspot.com/2014/11/brand-loyalty-dangerous-and-outmoded.html) expounding on the idea that the “brand loyalty” and the “brand adoption model” were dangerous and outmoded ideas.  Writing this in early 2026, I am convinced that those musings were not only true, but the dynamic of “promiscuous consumers” disrupting legacy brands is actually accelerating.

This idea/concept first hit my radar in the late 1980’s.  In those years, before I found my way to Coke, I was the brand manager for Breyers Ice Cream, in those years owned by Kraft Foods.  In 1988, Phillip Morris (the tobacco giant) which owned General Foods acquired Kraft and combined the operations into a large food conglomerate name KGF.  As part of the integration process, I went to meetings in General Foods HQ (White Plains NY) to meet their marketing teams and work on integration plans.  On one of those trips, I just happened to “sit in” on a meeting being held by the V.P. of Marketing for Maxwell House Coffee, one of General Food’s historic and iconic brands.  The team was discussing an upstart “coffee shop” brand emerging from Seattle with an odd name….. yes, Starbucks.  They laughed at the “burnt taste” of the dark roasted coffee, the fact you could only buy it at a Starbucks store ( it wasn’t until 1998 that Starbucks coffee became available in grocery stores) and that there was a whopping 50+/- Starbucks locations in the entire U.S. at that time!  The final “mockery” was the V.P. prognosticating that NO ONE in America would ever pay $1.00 for a cup of coffee.  The team laughed, dropped that topic and moved onto what seemed to them the bigger challenges of the day.

I think back to that moment today, with 16k+ Starbucks locations in the U.S., 40k+ across the world, and reflect on Starbucks as the legacy brand today that is being disrupted from every angle.  This cycle/dynamic is accelerating in the food and beverage space and indeed is true across a wide array of consumer facing categories.  The consumers that I described as “promiscuous” are doing the logical thing… assessing their current choices of food, beverages, restaurants, cars, technology, clothing, and even lawn and garden brands and are wondering ( or doing live AI driven research) looking for “better” options.  We will dig deeper into this “better” definition in a future essay, but for today think about “(Q+C)/$” or Quality and Convenience delivered, divided by price.

Consideration for Disruptor Brands:  The headline hear is “go for it!”  I deeply believe that there are NO legacy brands that are invulnerable… regardless of category.  Now many legacy brands have incredible “moats” and can play defense or counterattack very well, with lots of resources so disruptor brands shouldn’t be naïve about the fights ahead.  Remember the “Differentiation Formula” that I shared years about the D/P/A model: “Distinctive” in the market/category you are competing, “Preferred” by core consumers/users, “Advantaged” vs competition.  If your disruptor offering hits the D/P/A model well, play hard and play fast… most legacy brands are slow to respond.

Consideration for Legacy Brands: The headline here is accelerate your work and your market awareness and always operate with a “pebble in the shoe”.  Be paranoid and imagine that you are surrounded by a myriad of brands that wont to destroy your brand and source their volume from YOUR business.  Don’t assume ANY competitor is too small, too niche, too obscure, or too expensive (remember those $1 cups of coffee.)  Work the D/P/A model hard on your side of things… and keep building/strengthening the competitive “moats” that will help you defend…. but you can’t stay purely reactive and defensive!  EVERY brand and business always needs to be “re-recruiting” its consumer base and be sure you are clear why a “promiscuous” consumer who has never tried your brand should try it tomorrow!

Reflecting on the Covid-19 Pandemic: A Leadership Journey at Bolthouse Farms

 Marking Six Years Since the World Changed

Six years ago today—yes, literally today, Friday, March 13, 2020—the world as we knew it shifted dramatically as we entered the reality of the Covid-19 global pandemic. As I write this blog post, we are again witnessing challenging world events (the ongoing conflict in Iran and the Middle East). In this climate of challenge and uncertainty, it feels timely to pause and reflect on those experiences that lead through the unprecedented crisis that began in 2020.

Back then, I had the honor to be a senior leader at Bolthouse Farms, a remarkable company based in Bakersfield, California. We had just completed the purchase of the company from Campbell’s (a story for another post) and managed to bring back about 75 alumni within the first 90-100 days of the transition. We were well aware of the uphill battle ahead: the business was facing significant challenges, and we needed to rebuild the organization and the business processes as an independent company, separate from the Campbell’s corporate infrastructure. Our goal was to stabilize operations and lay the groundwork for future growth. We thought we understood the road ahead—but none of us could have anticipated the global crisis that was looming just a few months ahead, a crisis that would soon engulf not just our company, but our community, our country, and the world.

At the time, I was 58, with 35 years in business behind me and was pretty confident in my business and leadership capabilities.  Like so many leaders, I had no playbook for what was coming. It was frightening, unpredictable, and demanded that we find a new way forward—fast. I realized quickly that our carefully crafted strategies would have to be set aside. Instead, we needed to focus on two simple but critical objectives:

1. Maintain basic business operations.
2. Make our workplace as safe and healthy as possible.

These two guiding principles became our foundation, bringing much-needed clarity to our leadership team and the entire company ... and to me personally! We kept our focus on the business issues that were "important and urgent,"  often managing the business day to day,  at times hour by hour. I began keeping daily—and sometimes hourly—notes starting in late March 2020, which evolved into a kind of journal (pictured above) chronicling those turbulent times. I keep this “little talisman” near my home office desk today as a constant reminder of what we navigated and how we found our way through those extremely challenging and stressful times.

Flipping through those notes recently, I landed on an entry from January 11, 2021. By then, my entries included business trends, market share updates, customer challenges and opportunities, and on that day, it held the details of the meetings we were scheduling to prepare for on-site employee vaccinations—which we soon rolled out. My heart still races when I revisit those scribbled memories, but I am deeply proud of what we accomplished together: keeping the business running and our workplace safe—sometimes even safer than our employees’ own homes.

I’m sharing this reflection to mark this important anniversary and to thank everyone who stood shoulder-to-shoulder with me during those extraordinary times. Now, at 64 and with more than 40 years in business, I am certain that leading Bolthouse Farms through the Covid-19 crisis will remain my proudest professional accomplishment.  I hope you can take a moment in these tumultuous times to reflect on your own journey earlier this decade and hopefully find strength and encouragement from the steps that you took to navigate the wild days that began on March 13^th, 2020.

 

“Foreign for you…Common for many”

 

 

It’s important to remember that regardless of age, tenure, or experience… you are never too old to learn new lessons.  I relate deeply to this “truism,” and this essay is centered on a piece of coaching, and some important learning that I experienced about a year ago.

In the fall of 2024, I had been asked to dive into a new role, and I was doing my due diligence investigating the opportunity to see if it was fit.  I talked to various constituencies, board members, founders, and senior executives of the company and the more I dug, the more uncomfortable I became.  Across my career of now over 40 years, I had worked for large public companies (e.g. The Coca-Cola Company) and a large private PE backed company, Bolthouse Farms.  I had never been involved with venture backed startups early in their growth cycle which was the situation that I was “investigating.”   As part of my investigation process, I went out to California to meet live with some of the team, and my concerns grew.  There seemed to be dissonance withing the board, and certainly some “noise” between certain board members and management.  I grew uncomfortable with the unsettled nature of the current dynamics, and my doubts grew on whether this opportunity for a good idea for “yours truly!”

In hindsight, I am thankful that my next move was NOT to bail, but to look for advice and coaching.  While I had personally NEVER worked closely with a VC backed company, I did have a contact, the brother of a close friend, who runs a very prominent venture capital company in the bay, and I reached out to him for some advice.  Knowing how busy he was (and is) I texted him asking for 5 min across the next day to so for a quick call.  He texted back almost immediately saying he had 10 min. at 6pm later that day and to call his cell then. Later that day I found a quiet spot with good cell coverage and gave him a call.

True to his word, he was running between meetings/commitments and had 10 minutes to talk.  Skipping the pleasantries, I dove into the situation and described the situation I was considering, and the “dysfunctional” dynamics that I was experiencing.  Very quickly Tony (name changed to protect the helpful!) said “Bill, stop-stop… just because something is foreign to you doesn’t mean it’s not common for many!!!”  That line ( ignore the double negative for now) literally stopped me in my tracks.  He said that my experience working in large public companies, or for a large private company backed by a single PE firm, was limited and that it was common/typical for VC backed startups to have these dynamics.  The “noise” among varied VCs on the board happened all the time in “Tony’s world.”  The dissonance between different VC board members and management was common, etc., etc.  

After being brought to a standstill, “Tony” suggested that if I could open my thinking, I could be very helpful to the company with its current dynamics and challenges… helping coalesce the board into a stronger, clearer voice for management… and that I could be productive coaching and helping the founders and other executives at the company grow and build skills as the company advanced.

To say the least, I took those 5 minutes of coaching and advice to heart.  Late last year I dove into the role, and it’s been an incredible ride… a great learning one for me personally and one where I am working hard to have the impact that “Tony” suggested I could have.  I wanted to share this story less about my current professional activities, but more about learning, growing and seeking advice/support/council late in one’s career.  It’s easy and all too common for folks with decades of experience to think that have “learned all there is to know,” and that they are the “teachers,” and all others are the “students.”  As my story shows, that one-way, myopic viewpoint is a limiting idea, and I am thankful for “Tony’s” nudge/advice… my professional life is richer and fuller because I listened to what he had to say!

 

"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 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!

 

In Memorium: after 50 years

 

It was 50 years ago this past week, December 8, 1974, that my mother passed away after a tough battle with breast cancer.  My mom, Arline Marie (Wark) Levisay, was a lovely, kind, gentle person who passed much too young, and whom I think about all the time.  I am startled to think that it’s been 50 years… in some ways that amount of time seems both too long and too short in my perspective today.  In many facets, her passing was (and is) the core defining element of my life.  “I am who I am” through enduring the pain, sadness and loss after her illness and death, and equally “I am who I am” by becoming a stronger, more independent, more confident self-driven individual because of her death.  It took quite a while for me to recognize that there were positive elements in my life that emanated from her untimely passing… but that realization is true.  I am deeply saddened by the thought of her never knowing my sweet wife Jennie, or ever getting to meet her two beautiful incredible grandchildren Bryson & Marie because she died when I was only 13… far too young for both of us!

 

Last year I wrote and published a family history book that focused on the lives and family of my father, Dale Hill Levisay and my mother Arline.  The copies have been shared broadly across the family, and I often refer back to it to refresh and renew my memories.  The excerpt below is a section that I wrote about my mother, and I thought it fitting to share on this anniversary.

 

 

 

 

Arline lived her young life in Brooklyn with her sister Lorraine, and her parents Fred and Kunigunda (and for a while her grandmother Marie often called Nana, who lived in the same home with them.)  She went to school at P.S. 104 the “Fort Hamilton School” and I still have a wonderful photo from 1943 of what must have been her 8^th or 9^th grade school class picture.

 

 

 (a picture of Arline in front of the Christmas tree, probably late 1940’s…. that electric train has been passed down in the family and it still runs every holiday season!)

 

 

We don't have too many details of her early years, we know that she was confirmed at St. Jacobi Lutheran church in Brooklyn and after High School, she attended the nursing school at Methodist Hospital in Brooklyn and graduated as a Registered Nurse in 1950 or 1951.  She met my dad in 1951 on a blind date, set up by mutual friends, while he was in the Navy, while his ship was docked for repairs at the Brooklyn Navy Yard; the image seems right out of a movie, a sailor dating a nurse in New York right after WWII.  They dated for six months and as the family story goes, he asked my Grandfather Wark for his “permission” to marry his daughter and my grandfather denied his request!  Whether it was that my dad was a skinny hillbilly from West Virginia, or that he and my mother had only known each other a few months, my grandfather “required” them to wait a year.

 

Indeed a year passed and in 1952 my dad did propose, my mother agreed, and ultimately on August 8, 1954 they were married in Brooklyn N.Y.  The picture earlier in the story shows the wedding party in full formal wear, and the white dinner jackets really caught my eye… they were the inspiration for our wedding party when Jennie and I were married in August, 1987.  The two of them enjoyed a Honeymoon in the White Mountains of New Hampshire and there are photos of them at Franconia Notch State Park.

 

(the photo below is one of my favorites of my mother, I believe taken on the Honeymoon trip in N.H.)

 

 

Arline’s story continued for another twenty years with a happy marriage, giving birth to four children (my older sister Lois died of childhood Leukemia just a few weeks after I was born in 1961), raising our family and being very active in the local Lutheran Church in our “hometown” of Murrysville Pennsylvania.  She stayed very close with her sister Lorraine (my dear Aunt Lorraine whom I have written about often in this blog) her parents and her two aunts, Katherine and Emma.  She became very sick in the spring/summer of 1974, unfortunately suffered deeply from the disease and brutal chemo treatments and ultimately passed that December.  Her death rocked our family and left an impact that I still feel and consider today, now 50 years ago; my mother Arline was and is loved, was and is missed, and her life and death have deeply defined me to be the person I am today… I will miss her forever!

 

p.s. the picture of her grave above was recently taken at the beautiful cemetery where she is buried in Delmont Pa.  My dear friends Jimmy & Dave (highlighted in the recent essay on “gratitude”) both have family members buried nearby my mom’s grave, and they keep on eye on her plot regularly… I am very appreciative of their attention to keeping our family plot clean and cared for!