Organizational Culture Insights to Strengthen Leadership and Drive Change

Old Mediterranean ruins offer perspectives for today A few months ago, I found myself standing with my wife, Heather, among the ruins of Ephesus in modern-day Turkey. Twenty-five hundred years ago, it was a thriving city of roughly 250,000 people, a centre of commerce, culture, and innovation. Today, it’s a UNESCO World Heritage Site of old stone. Tourists wander the streets where merchants once traded, while archaeologists carefully uncover what time has buried. A few days later, sailing near Mykonos, we passed an island that once held another bustling city. At its peak, it was home to more than 100,000 people and served as a major trading hub for the eastern Mediterranean. Today, there are no permanent residents: just ruins, a few temporary trailers for archaeologists, and the echoes of what once was. You can’t stand in places like that without gaining at least a little perspective. It reminded me of another experience from years ago, paddling through the Grand Canyon. In some places, you can pull your raft alongside a sheer rock wall and touch stone that has been exposed for two billion years. You look straight up to see the sky and realize, in the grand scheme of things, we’re only passing through. That perspective is strangely freeing. We matter, of course, but through the lens of antiquity, our careers, companies, and even civilization can seem a lot less significant than they do day-to-day. That’s a good thing. Long-gone leaders, timeless patterns As leaders, it’s easy to become consumed by quarterly targets, market volatility, organizational politics, or the latest crisis dominating the headlines. Every problem feels urgent, every setback monumental. But ancient history suggests otherwise. Walking through Greece and Turkey, I was struck by how every tour guide seemed to tell a similar story, of empire and conquest, of leaders defeated and vanquished. It was astounding to stand in the place where a once-great civilization built something remarkable, only to learn of how the next victors would tear much of it down before building again. It made me wonder how much human energy has been spent destroying what others created rather than building on it. And that got me thinking about organizations and their cultures, and what it takes to build one that is, if not everlasting, durable. People often talk about great workplace cultures as though they simply exist, but culture is more like a garden than a monument. It requires constant attention. The moment you stop tending it, something else begins to grow. In physics, entropy describes the natural tendency of systems toward disorder. Left alone, things fall apart. Buildings decay. Gardens become overgrown. Organizations drift. This is also true of leadership. If leaders stop investing energy into trust, communication, shared purpose, and development, those things don't remain frozen in place. They gradually erode. I've seen it happen time and time again. Companies with incredible cultures slowly become bureaucratic. Teams that once collaborated openly retreat into silos. People who once believed deeply in a shared mission begin to feel like interchangeable parts. The steady state of human nature Standing on the Acropolis in Athens, looking at structures that have endured for millennia, I found myself thinking less about ancient engineering and more about ancient leadership. Somehow, 2,500 years ago, people quarried marble from mountains kilometres away, transported it without modern machinery, and coordinated thousands of individuals to create an epic architectural work. Whatever tools they lacked, they clearly understood something about shared purpose and collective effort. We visited a site often described as the birthplace of democracy. Whatever the imperfections and contradictions of this political system in ancient Greece and still today, it represented an extraordinary idea: that progress comes not from one person having all the answers, but from people participating in something larger than themselves. Stewardship trumps dictatorship When I look back at my decades-long career (a blink in history), I see that the most successful organizations and leaders share a democratic approach built around shared values, mutual trust, and the belief that everyone has something meaningful to contribute. It's messier than a command-and-control dictatorship. Consensus takes longer than issuing orders. Building alignment requires patience, but the results are more resilient. That's why I continue to believe that leadership isn't really about authority, but stewardship. The ancient world, and its ruins that are preserved today, embody this physically. To me, they stand as a reminder that most of us are temporary caretakers of organizations that existed before. Our responsibility isn't to leave our fingerprints on everything or tear down whatever’s in our paths. As we’re seeing today, the Silicon Valley adage to “move fast and break things” can leave a trail of destruction under its relentless push for innovation. Better to have a mindset of leaving things stronger than we found them. If we do our jobs well, they will continue long after we're gone. History, repeating The greatest lesson I brought home from Greece? The monuments endure because generation after generation chose to preserve them, and the civilizations that lasted shared a purpose bigger than any one ruler. Today, organizations that thrive do the same, continually investing in culture, developing leaders, and renewing their values. Leadership has always been hard. That was true 2,500 years ago, and it's true today. But it's also one of humanity's oldest and most rewarding pursuits: helping people accomplish together what none could achieve alone. For me, a deep-time lens makes today's challenges feel less overwhelming, and the work of building something worthwhile feels even more important.

Rest isn’t weakness, it’s fuel for future success Like lilacs blooming, or the Leafs finding a way not to win the Stanley Cup, there's a conversation I seem to have every June: A leader tells me they're taking a vacation. And then, almost as an afterthought, they add: "But I'll still be checking my email." If you’re still working on checking email, you’re not really on vacation. Part of you is still available for work, and the rest of your body, mind, and spirit don’t feel fully out-of-office either. How did we get here? These days, productivity is so prized, it’s little wonder we’ve convinced ourselves that being constantly available is a sign of commitment. We wear busyness like a badge of honour and measure our value by how indispensable we appear to be. The harder we push, the more successful we think we’ll become. But leadership doesn’t work that way. In fact, some of the best evidence suggests the opposite. The Harvard Business Review (HBR) article Don’t Work on Vacation. Seriously. highlighted research showing that many employees continue to work during weekends, holidays, and even official vacation time. As the lines between work and home continue to blur, truly disconnecting has become increasingly rare. But rest isn’t a luxury. It’s an investment. Nurture innate leadership traits At WhiteWater, we talk a lot about the defining leadership traits of courage, curiosity, and caring. These characteristics aren’t steady-state; they run on physical energy, mental clarity, quiet confidence, and empathy, none of which are available if you’re exhausted and overwhelmed. You can’t be curious when your mind is cluttered with a hundred unfinished tasks. You can’t genuinely care for others if you haven’t taken care of yourself. And you can’t be courageous if your tank is running dry. Seen in this light, recharging and rest aren’t the enemies of effective leadership, but its prerequisites. But too many leaders think recovery is something they’ll get around to once the work is finished. (News flash: the work is never finished!). There will always be another customer to call, another proposal to review, another crisis waiting around the corner. So the next time you think you can’t afford to take time away, try framing it another way: Can you afford not to? Performance, promotion, retention The HBR piece cited studies finding a positive link between taking vacations and intrinsic motivation. Employees who took more vacation time actually performed better, were more likely to earn promotions, and were less likely to leave their organizations. Other research suggests that stepping away improves creativity, mental clarity, mood, and even physical health. I understand this in my bones. My best thinking rarely happens in an airport lounge or staring at a PowerPoint deck. It happens when I slow down. It might be out on the links, as I try to salvage a shank into the rough, much to the entertainment of my golfing buddies. Or it happens as the sun sets over the Kennebecasis River, a highlight of our gorgeous and preciously short Atlantic Canadian summers. Sometimes it’s nothing more complicated than firing up the barbecue with Heather and Aidan, and laughing about something completely unrelated to strategy, clients, or deadlines. Another HBR piece, "How Taking a Vacation Improves Your Well-Being," cites Lin-Manuel Miranda, who famously conceived the idea for Hamilton while on vacation. “The moment my brain got a moment’s rest,” he said, “Hamilton walked into it.” Who knows what great idea might arrive in the whitespace you give yourself on vacation? Your vacation sends a message Curiosity is one of the key themes I've been exploring in Care to Lead (my book that’s getting dangerously close to publishable form). We often think of it as asking better questions or challenging assumptions, but curiosity needs open, unstructured time to thrive. If every minute of every day is consumed by execution, meetings, emails, and travel, there simply isn't any space left for the kind of thinking that leads to breakthrough ideas. Daydreaming is generative. And caring requires the same thing. One of the biggest misconceptions about caring leadership is that it means constantly giving more of yourself. In reality, caring leadership means making sure you have something left to give. You can’t show up with empathy, patience, and presence if you’ve been running on empty for six months. There’s another reason leaders should pay attention. The way you treat your own vacation sends a message to everyone around you. If you answer emails from the beach, your team notices. If you join every meeting from the cottage, your people assume they should too. If you proudly tell everyone you haven’t taken a real vacation in five years, you’re creating a culture where exhaustion becomes the standard. It impacts performance, showing up as burnout, poor decision-making, or the loss of talented people. When you permit yourself to disconnect, you implicitly give it to your team, too. And if you’re one of the many leaders I know who genuinely feel they can’t step away because everything depends on them, that’s a signal that something needs to change. Still having trouble shutting down? The HBR piece has a solution: reframing time off as “work time” can help people maintain intrinsic motivation for their work. Can you do it? This summer, I have a challenge for you: take the vacation. Not the half-assed getaway where you’re secretly answering messages when everyone else is waterskiing, or the kids are tucked in the tent. The real one. Here’s how: Turn on your OOO. Turn off the notifications. Close the laptop and leave it in the office. And open the door to… well, whatever fills your cup! This summer, see a break for what it really is: an act of courage to step away, an act of curiosity to create space for new thinking, and an act of caring for yourself, your family, your team, and everyone who counts on you.

What a chaotic ER gets right about leading under pressure The Pitt / Max There’s a scene late in the first season of The Pitt I keep thinking about. (Spoiler alert: this post talks about specific plot points; if you haven’t seen the award-winning medical drama, I highly recommend a binge watch.) After the Pittsburgh Trauma Medical Center’s ER is flooded with more than 60 casualties of a mass shooting at a music festival, Dr. Michael “Robby” Robinavitch, the attending physician who runs the ER, hits his breaking point. Alone in the makeshift morgue containing the bodies of those they couldn’t save, the stalwart physician is overcome. When Whitaker, a medical student, comes in to find him sitting on the floor, mumbling and crying, Dr. Robby yells at him to leave. Whitaker, a Nebraska farm boy of such guilelessness that one of the residents nicknames him “Huckleberry,” hesitates, but stays. He sits with his mentor and quietly repeats Robby's earlier guidance that one must learn to live with loss, accept it, and seek balance. It’s a simple moment. But it captures something most leaders miss: Leadership isn’t about always being the one with the answers. It’s about building people who can lead, even when you can’t. At WhiteWater, this is part of what we call “Love Tough”: caring enough to invest in people, and courageous enough to push them to be better and, eventually, maybe become leaders themselves. Trust and teamwork. The ER in The Pitt is pure chaos. But it works because it’s a team built on mutual respect. You see it in every episode, from EMTs bringing in patients to the bedside ballet performed by the doctors and nurses, to the cleaning staff, and the night shift to whom they hand over the cases of the day. At the heart of the team is the dynamic between Robby and Dana, the loving, no-nonsense charge nurse whom Robby introduces to the student docs as the “ringleader of our circus. Do what she says when she says it." In a hierarchy where doctors typically sit at the top, Robby makes it clear: authority comes from capability. His emphasis on her importance and authority in a hierarchical setting where Doctors are at the top of the org chart says a lot about how the Pitt team collaborates. Real-time coaching. “Watch one, do one, teach one” is the adage of emergency medicine education. You see it in every episode. Senior physicians constantly push residents to think, decide, and act, then step in to coach them, guiding them through hands-on learning as they master medical procedures and hone their diagnostic skills, even in life-or-death pressure-cookers where every second counts. Robby’s calm-in-crisis leadership style sets the tone. He creates psychological safety for junior staffers: you’re allowed to make mistakes, but you’re also expected to learn fast and get better, which is Love Tough in practice. Love Tough is a balance, and The Pitt shows both sides. We see Robby push people to be better, sometimes exactly what they need. And sometimes, he crosses a line, as with his critiques of Dr. Mohan’s slower, patient-focused approach. Too much “tough” without “love” becomes toxic. Too much “love” without “tough” leads to mediocrity. Lived values build culture. In an early episode, a patient dies of a massive heart attack. The team is already moving on; there are too many other people to save. But Robby stops them, gathering the staff for a brief moment of silence, exhorting the more impatient staff members to pause and honour the patient's humanity, their life lived. They turn off the beeping monitors and bow their heads. It takes less than a minute, but its impact is quietly profound. In Season 2, Whitaker imparts this ritual to the new batch of med students, passing on this ritual of respect. That’s how culture scales, not in strategy sessions, but in moments like this. Courageous Communication is the job. In the ER, difficult conversations are constant. Telling parents their child won’t recover. Talking to families about end-of-life decisions. Confronting situations that most of us would rather avoid: child sex abuse, human trafficking, homelessness, violence in all its forms. While most leaders aren’t facing life-or-death situations, avoiding hard conversations still has consequences. It just takes longer for the damage to show up. And you see this inside the team, too. The interactions between Robby and Dana are often blunt, even uncomfortable. But they’re honest, speaking their truths without fear. Love Tough means you say the hard thing because you care about the person's outcome, not just the organization's result. My Prescription for Dr. Robby If I were coaching Robby, I’d push him on one thing: vulnerability. His saviour complex means he thinks he has to carry everything. Meanwhile, he is continually pushing down his pain, fatigue, and stress. But eventually that stuff comes out. We see it in his conversation with Duke, his hard-living motorcycle mechanic, when Robby confesses that the ER is the only place he feels a sense of purpose. Or in moments where the weight of his personal life shows up: his abandonment as a boy, his thwarted dreams. But those are rare. And that’s the risk for Robby, and for many leaders, who believe being strong means being silent. They isolate themselves at the top, but, as we’ve seen, leadership isn’t a solo act. Most of us aren’t working in an ER. But the leadership challenges aren’t that different. We all face pressure, uncertainty, and the weight of people depending on you. You need people you can be real with. People who can challenge you. People who can support you. Without that, even the best leaders burn out. The Pitt

The Subtle Impacts of an Unhealthy Workplace Culture, and How to Get It Right I was recently on a panel at an event hosted by our local YMCA. It was an interesting mix of HR leaders, educators, and community voices gathered around a deceptively simple theme: the hidden cost of an unhealthy workplace. What struck me first wasn’t just the diversity of the panel, which included experts in psychiatry, education, and business, but also how much our thinking converged. Despite our different backgrounds, we shared the same underlying belief: when people don’t feel safe, seen, or valued at work, the impacts show up across the organization. Reading the Subtle Signs We kicked things off by exploring some of the hidden or less obvious impacts of unhealthy work environments. Many people first think of big, visible outcomes: turnover, absenteeism, and burnout. Those are real and serious, of course. However, what I found myself discussing, and what others echoed in their own ways, were the quieter signals that leaders can miss if they’re not paying attention. When people aren't fully engaged, that shows up a lot these days in so-called “quiet quitting.” This is when people come to work but only put in the minimum effort. They are physically present but psychologically checked out. At one point in the conversation, we discussed early warning signs. I shared a story about joining the pre-shift huddle at a client’s manufacturing plant. Of the dozen or so people there, I’m fairly certain more than a couple were asleep—literally asleep. Now, that’s an extreme example. But it makes the point. When people have checked out that completely, it didn’t happen overnight. It’s the result of a system that, over time, has told them that their voice or their work doesn’t really matter. Building Connection What was encouraging, and where the conversation really aligned with how we think at WhiteWater, was how often the panel returned to the same idea: Healthy organizations aren’t built on process alone but on real relationships that prioritize caring and courage (we call this “Love Tough”). One panellist spoke about the psychological safety required for people to show up honestly. Another highlighted the importance of understanding diverse backgrounds, particularly those of newcomers, and creating environments where everyone feels they belong. I mentioned the phenomenon of “meeting before the meeting,” where everyone aligns on what they’re going to say so the boss doesn’t see disagreement. Or the meeting after the meeting, where the real conversation finally happens, just too late to matter. I’ve seen this in companies of every size. It’s one of the clearest indicators of a culture that values appearance over authenticity. Most leaders don’t set out to create that kind of environment, but intention matters far less than impact. If people are managing what they say around you, you don’t have alignment; you have compliance (and sometimes, not even that!). Sometimes you get what I jokingly referenced on the panel as “malicious compliance,” where people do exactly what you asked, in ways that quietly undermine the outcome. Leaders, Here’s Your Opportunity What I left that conversation thinking about wasn’t just the problem but the opportunity for leaders who want to build a healthy, supportive culture. Your culture starts with your values, which articulate your organization’s shared beliefs and set the parameters for behavior. You want those two things—values and culture—to be as close together as possible (and hire for values-fit first). Nothing breeds a culture of mistrust and disengagement more than an organization that says it stands for one thing and does another. Just as unhealthy cultures usually grow through small moments of avoidance, healthy ones are built not through grand gestures but through everyday actions of connection and courage. That might be a leader asking a real question and staying open to the answer, a team member choosing to speak their truth, even when it’s uncomfortable, or someone having the openness to listen and be willing to have their thinking changed by another person's point of view or by new information. At WhiteWater, we work with leaders to bring more caring, curiosity, and courage to work, not as abstract values but as lived, daily practices. Sitting on that panel and hearing different perspectives converge around those same ideas reinforced that these aren't “nice to have.” They are essential and can make the difference between organizations that merely function and those that are high-performing. The Importance of Psychological Safety Psychological safety is crucial in fostering a healthy workplace culture. It allows team members to express their thoughts and ideas without fear of judgment or retribution. When employees feel safe to share their opinions, creativity flourishes, and innovation becomes a natural part of the work environment. Creating this safety requires intentional actions from leaders. It involves actively listening to team members, valuing their contributions, and encouraging open dialogue. When leaders model vulnerability and openness, it sets the tone for the entire organization. Empowering Employees Empowering employees is another vital aspect of cultivating a positive workplace culture. This means giving them the autonomy to make decisions and take ownership of their work. When individuals feel empowered, they are more likely to be engaged and motivated. To empower employees, leaders should provide opportunities for professional development and growth. This could include training programs, mentorship, or simply encouraging team members to take on new challenges. By investing in their growth, organizations show that they value their employees and believe in their potential. The Role of Communication Effective communication is the backbone of any healthy workplace culture. It ensures that everyone is on the same page and fosters collaboration. Leaders must prioritize clear and transparent communication to build trust within their teams. Regular check-ins, feedback sessions, and open forums for discussion can help maintain a flow of communication. When employees feel informed and involved, they are more likely to contribute positively to the organization. Conclusion In conclusion, the impacts of an unhealthy workplace culture are subtle yet profound. By recognizing the signs and taking proactive steps to address them, leaders can create an environment where employees feel safe, valued, and empowered. At WhiteWater, we are committed to helping organizations unlock the leadership, passion, and capabilities of their people. Together, we can transform workplaces into thriving environments that drive lasting performance and success. Unhealthy workplace culture

Thoughts on Warren Buffett’s Leadership Test, and the 7% I recently read two insightful pieces on leadership that really resonated with our philosophy at WhiteWater: one from Fast Company, the other a Medium post riffing on Warren Buffett. Different authors, different angles, but they point at a shared truth about leadership, the same central belief our team keeps coming back to in our work, especially through our Just Lead program, and in the leadership book we’re writing: leadership isn’t complicated, but it is hard. Strip away the frameworks, the jargon, the management models, and what really matters is at your core: I’m talking about your character, and how it takes courage, curiosity and caring to lift others up, and challenge them to be their best. The 7% and the One Question The Fast Company article makes a bold claim: only 7% of leaders consistently create an environment where their team feels both that they truly care about them and (this is the kicker) that they were pushed to be better. When both caring and challenge are present, the impact is significant: the article notes that 43% of direct reports to high-caring/high-expectation leaders rank in the highest engagement tier, which they call “Creative Excitement.” Contrast that with just 20% of other leaders’ team members. That’s more than a two-to-one advantage! Buffett’s “one-sentence test” gets at the same idea from another angle: would the people who work for you choose to follow you? Not tolerate you, or comply with you, but freely choose to follow where you lead them if their paycheck wasn’t on the line? If the answer is no, we’ve got work to do. The Cost of Getting It Wrong As I wrote in an earlier post, I recently participated in a panel hosted by our local YMCA to discuss the hidden costs of unhealthy workplaces. And what struck me, yet again, was how consistent the signals are when things aren’t working. It shows up in dramatic gestures, including quitting, subordination, conflict, and palpably toxic vibes. But it also presents in smaller, more subtle ways, including the phenomenon of quiet quitting, people being physically present but psychologically AWOL, a chilling effect on speaking up, and office theatrics, such as the “meeting after the meeting,” where everyone says in private what they didn’t feel comfortable voicing in front of the boss. And then you see the more subtle, dangerous version: malicious compliance. People doing exactly what you asked (no more, no less, often creating negative unintended consequences) because they’ve stopped caring. All of these are symptoms of disengagement, which is performance kryptonite. As the Fast Company article notes: “When care and demand are applied in inconsistent bursts, rather than together, performance is subjected to a kind of tax, paid in the form of hesitation and doubt.” “Love Tough” Both articles reinforced some of the core ideas our WhiteWater team holds about exceptional leadership, namely that creating safety, trust, and followership isn’t just about being nice or kind; it's about cultivating what we’ve begun calling “Love Tough.” Love Tough is the combination of two things most leaders struggle to hold at the same time: genuine care for people AND the courage to challenge them. Most leaders default to one or the other. You get the “nice” leader who avoids hard conversations. Everyone feels comfortable… and performance suffers. Or you get the “tough” leader who drives results but leaves behind them a trail of disengagement, burnout, and turnover. Love Tough is the critical paradox at the core of great leadership. It essentially says: if you actually care about someone, you owe them the truth to help them grow into the best versions of themselves, for their sake and for the organization. And to Buffett’s point, these are the leaders people will choose to follow. Why This Is So Rare So, going back to that fateful stat in the Fast Company piece, why do only 7% of leaders get this right? Because it requires something most of us aren’t naturally wired for: discomfort. It’s uncomfortable to tell someone something they don’t want to hear, admit you might be wrong, create space for disagreement, or defend someone who’s speaking an inconvenient truth. And yet, those are exactly the behaviours that create the kind of environment both articles are pointing to. In the panel discussion, we discussed psychological safety. And I said something I believe deeply: if you want people to speak up, you have to defend their right to do it, especially when it’s messy, inconvenient, challenges authority, or makes you feel uncomfortable. One of the biggest gaps I see in organizations is the disconnect between stated values and lived behaviour. It’s the organization that claims in its marketing, “People are our greatest asset,” and then treats them like a line item. Or it’s the boss who claims to espouse a culture of openness, only to punish people who speak honestly. I’ve said this before, and I’ll keep saying it: If your values are your theory, your culture is your theory in practice. And your people know the difference. The Real Test So, back to Buffett’s question: Would your people choose to follow you? I think the answer for most of our Love Tough leaders is yes. They are able to get that rare brand of full, psychological engagement, with people who have that “creative excitement” the Fast Company piece describes. Like anything that’s really valuable, it’s rare, not because it’s especially complex, but because it asks more of us than many leaders are willing to give. So, the question is: are you one of the 7%? And if not, are you ready to be? Would Your Team Choose You?

In my last post , I shared a story about a fast-growing company that hit a wall when a critical piece of equipment failed, and an essential system (in this case, shipping) hit its limits. Everything breaks at scale. But they survived this perfect storm. Why? Before the crisis, they had begun investing in key fundamentals, particularly the leadership team that successfully steered them through the storm. If you want to scale without imploding, there are some key things you need to get right. We call this Get in Gear . It’s a way to align your strategy with execution to achieve the growth results you desire. Here are a few of the first gears you need to get turning in the right direction. 1. Right People, Right Roles, Right Capabilities One of the first chapters of my Get In Gear book focuses on your people and your team. I started there because, frankly, nothing else works without it. In the case of our client, when their production line went down right before the most important delivery in their company’s history, the leadership team didn’t freeze, freak out, or start blaming each other. They drew on the expertise and experience of the group, which included: Operational thinkers who could diagnose complexity Financial leadership that could manage cash and risk Commercial leaders who could manage key accounts calmly A CEO who stayed steady If they had tried to survive this snafu without upgrading talent, the old team would have worked incredibly hard—and still failed. Hard work can’t fill a capability gap at scale, and you can’t muscle your way through complexity. 2. Align Your Architecture The next big idea in Get In Gear is about architecture—those systems, structures, processes, and culture that make your organization run. Every business has an architecture, whether by design or by accident. For many of our clients, their old, often ad hoc architecture worked fine… until it didn’t. When they tried to grow, they discovered, often the hard way, that what got them here would not take them there . If you are scaling, here are a few things to consider that will give you insights into whether you need to be more intentional about your architecture: Are our systems integrated or manual? Are we re-keying information between platforms? Do we have single points of failure? Where are the bottlenecks? If one key person disappears tomorrow, what stops? I often recommend that our clients “walk the order.” Pretend you are a customer request, then follow the line from initial inquiry to final delivery. At each step, ask: How hard is this for the human involved? Where does friction show up? Where are we relying on memory instead of systems? Where are we one mistake away from chaos? Most leaders are shocked by what they discover. The process that seems fine from 30,000 feet often looks quite fragile at ground level. That is valuable intel, though. With this information, you can start to identify low-hanging improvements to your systems, processes, and culture. 3. Strategy to Execution (S2X) As we’ve seen with many clients, fast growth creates another problem: too many competing priorities, including: New facilities New capital needs ERP upgrades New markets New branding New hires New regulatory requirements Without a disciplined Strategy-to-Execution (S2X) framework, everything feels urgent, and nothing gets done well. At the core of Get in Gear, S2X forces clarity: What are 3-5 enterprise-level initiatives that matter most? What projects align with those initiatives? What are the goals and scorecards, and how do those funnel down to align everyone through the whole organization? Who owns what? What do we stop doing? If you don’t build a funnel that filters opportunity into priority, growth becomes a source of chaos, and that’s not what you want to scale. Breakage is a Normal Part of Growth If you’re growing, processes will break down, bottlenecks will happen, and systems will fail. That’s normal. It’s not a sign that your company is failing; it's a signal that you need to uplevel your business to match your new opportunities. The companies that scale successfully intentionally build the team and operational excellence that can support their upward trajectory. Not sure where you land? Ask yourself: Where are we outgrowing our current systems? Where are we relying on heroics? Who are we missing on the leadership bench? What would break tomorrow if we doubled? Remember: everything breaks at scale. The real danger isn’t breakage but pretending you’re still a small company when you’re not. If you’re serious about growth, now’s the time to get in gear. Empowering Your Team for Success To truly thrive, you must empower your team. This means investing in their development and ensuring they have the tools they need to succeed. When your people feel supported, they are more likely to take initiative and contribute to the company’s growth. Creating a culture of empowerment starts with open communication. Encourage your team to share their ideas and feedback. This not only fosters innovation but also builds trust within the organization. Additionally, consider implementing regular training sessions. This will help your team stay updated on industry trends and best practices. When your employees are knowledgeable, they can make informed decisions that drive the company forward. Conclusion If you’re trying to scale your business while navigating constant change, you don’t have to figure it out alone. We’re helping companies build the leadership, systems, and execution discipline required for growth. Book a quick call with us; the first 30 minutes are on us. Tell us a bit about your challenge, and we’ll help you think through your next move. Don’t Let Success Become Your Breaking Point...

Improving Leadership in a Company: Strategies for Lasting Change Improving leadership in a company is one of the most talked-about goals in business and one of the most misunderstood. Many organizations invest heavily in leadership training, yet still struggle with execution, engagement, accountability, and change. After more than 30 years of working with organizations across industries, we have learned a hard truth at WhiteWater International Consulting (WWICI): Leadership does not improve because people attend training. Coaching for Results Leadership improves when organizations build leadership capability into how work actually gets done. This article explains how to improve leadership in a company in ways that produce real, measurable, and lasting results. What Does It Really Mean to Improve Leadership in a Company? Improving leadership in a company is not about fixing individuals or adding more leadership content. It is about increasing the organization’s capacity to deliver results through people in a constantly changing environment. Effective leadership shows up when leaders can: Align people with strategy Create clarity and accountability Build an environment where people can perform and grow Adapt quickly as conditions change This is why WWICI focuses on performance-driven, values-based leadership , not personality-based models or one-size-fits-all solutions. Leadership development programs Why Traditional Leadership Training Often Fails Many leadership development initiatives fail because they are: One-off events instead of sustained processes Generic rather than customized Disconnected from real work and real challenges Training may raise awareness, but awareness alone does not change behavior. As Harvard Business Review notes, traditional leadership training often fails because it is separated from the context in which leaders actually work and make decisions. Leadership improves when development is designed as a learning journey , not a workshop. This journey allows leaders to learn, apply, reflect, and adjust in real time. This is the foundation of WWICI’s flagship Just Lead™ modular leadership development program . Develop Leaders for the Roles They Actually Play One of the fastest ways to improve leadership in a company is to recognize that leaders do not play a single role. In reality, leaders must continually shift between being: Performance Managers who drive results Coaches who develop people Communicators who build clarity and trust Change Agents who lead through uncertainty Environment Builders who create conditions for engagement Leadership development works best when it reflects this reality, helping leaders build judgment, balance, and adaptability rather than memorizing models. Coaching for Results program Focus on the Environment, Not Motivation A common misconception about leadership is that leaders are responsible for motivating people. They are not. People motivate themselves. Leaders create the environment that either fuels or drains that motivation. Decades of Gallup research consistently show that employee engagement is driven primarily by the work environment and the behaviors of managers, not incentives or personality traits. To improve leadership in a company, leaders must focus on: Clear expectations Effective feedback and coaching Aligned priorities Psychological safety Trust and accountability When the environment is right, engagement and performance follow naturally. * Courageous Communications™ Fix the System, Not Just the People Another critical, and often ignored, factor in leadership effectiveness is organizational architecture : the systems, structures, processes, and culture that shape behavior. Organizations frequently ask leaders to “do better” while operating inside systems that make success nearly impossible. Research from MIT Sloan Management Review reinforces this reality: organizational systems often shape behavior more powerfully than individual capability or intent. Improving leadership requires leaders to understand and influence the architecture around them so the system supports performance instead of fighting it. When structure and strategy align, leadership effectiveness increases rapidly and sustainably. Close the Gap Between Strategy and Execution Many organizations do not fail because of bad strategy. They fail because execution breaks down. According to Harvard Business Review , the biggest reason strategy fails is not the strategy itself, but leaders’ inability to translate it into consistent action. Leadership improves dramatically when leaders can: Translate strategy into clear, results-oriented goals Identify the performance drivers that matter most Establish consistent follow-up and follow-through When leaders at all levels connect daily actions to strategic outcomes, execution improves, and so does credibility. S2X™ Strategy to Results framework Build Leadership Capability at Every Level Improving leadership in a company is not just about senior executives. Frontline leaders and middle managers play a disproportionate role in performance, engagement, and retention. Organizations see the greatest impact when they: Build a shared leadership language Use common frameworks and tools Set consistent leadership expectations across levels This is how leadership becomes scalable and sustainable. Customized leadership development solutions The Critical Role of Senior Leaders Leadership development only sticks when senior leaders: Model the behaviors they expect Reinforce leadership principles consistently Support the systems that sustain development When leadership improvement is embedded into day-to-day operations, it becomes self-reinforcing rather than dependent on constant intervention. One Practical Step You Can Take Right Now If your organization wants to improve leadership this year, start here: Create a shared leadership framework that connects values, behavior, and execution. Clarity drives consistency. Consistency builds trust. Trust enables results. Improving Leadership in a World of Constant Change Today’s organizations operate in a state of perpetual change, what we describe as whitewater . In this environment, leadership improvement is not about heroic individuals. It is about building collective capability to adapt, align, and execute together. Organizations that take a systemic approach to leadership development do more than improve leadership. They improve performance, resilience, and results. Call to Action If you are ready to improve leadership in your organization in a way that delivers real results, not just good intentions, start with a conversation. WWICI partners with organizations to design customized leadership development solutions that turn strategy into execution and learning into lasting capability. Talk to us about leadership development Explore Our Leadership Programs Want to see what effective leadership looks like in practice? Learn more about how our Just Lead™ , Coaching for Results , and Strategy to Execution programs help leaders at all levels thrive in constant change. Explore our leadership programs Conclusion Improving leadership in a company is a journey, not a destination. By focusing on the right strategies and building a supportive environment, organizations can unlock the full potential of their leaders and teams. Embrace this journey, and watch your organization thrive in the face of change.

Get in gear for growth before it arrives A few weeks ago, I was on-site with a fast-growing company we’ve been working with for a few years. They’re on a tremendous growth trajectory, with annual sales increases of 30-35% over the last few years. This year, they are on track for even bigger gains. It’s not far-fetched to predict they might double their revenues before too long. Their incredible success is exciting to be around and support. But it can also be nerve-racking.  Early this year, just as their team was preparing for their biggest order ever, from a major national customer, a critical piece of production equipment failed. I don’t mean a temporary outage or a simple repair job, either. The machine failed completely…down for an indefinite time waiting for replacement parts. And in that moment, we got to watch a universal truth play out in real time:   Everything breaks at scale. Things don’t break at scale because people are incompetent, or the company’s strategy is flawed. Things break because the systems, processes, and tools that worked at one level can’t cut it at the next one. Simply put: What got you here  won’t get you there . The Swiss cheese moment In safety science, there’s something called the “Swiss cheese model.” Catastrophes don’t usually happen because of one failure. They happen when multiple small gaps line up at the same time, like holes in a stack of Swiss cheese slices.  That’s what scale does: lines up the holes. Here’s what that looked like for our client: A critical machine went down. They didn’t have the critical spares on hand. Order tracking was largely manual. Logistics scheduling lived mostly in peoples’ heads. Severe storms disrupted suppliers and trucking. On their own, any of these hiccups would have been manageable. But when they hit all at once, as the company was on the verge of a make-or-break order, it was a real crisis.  Regardless of your industry, if you’re a growing company, there’s a key lesson we can take from this situation: none of those weaknesses were visible while everything was running well. Growth, and the distractions and multiple new pressures it brings (along with new opportunities), masked fragility. (I just finished lunch with a coaching client leading a fast growing people services firm. He’s also experiencing that “everything breaks at scale” and there’s not a piece of manufacturing equipment in sight!) It’s NOT the People At one point during the crisis, we discovered that several outbound trucks had been scheduled, but had not entered them into a central system (which was just an Excel spreadsheet). They were all in the shipping coordinator’s head, which meant there was no visibility tracking. Not surprisingly, it resulted in chaos as delivery trucks arrived for orders that hadn’t been picked because no one in the warehouse knew about them.  The easy reaction would have been to blame the shipping coordinator. But that would have been unfair, because what actually happened was a process failure from an outdated system, not a people failure or incompetence. When a business doubles, and the workload quadruples, the old systems need to evolve with it. When they handled a few trucks a day, Bethany’s manual system and her memory were sufficient. But handling dozens of trucks a day and growing? They needed to invest in new processes and tools, including scheduling software, to keep everything running smoothly.  So the next time something in your organization breaks at scale, resist the instinct to find a villain. Instead, ask: What system do we need to build now? The key thing that didn’t break Spoiler alert: this story has a happy ending, in part because our client had made the decision  the year before to invest in their leadership team, and get the right people in the right roles with the right capabilities. This is a fundamental of Get in Gear , our framework for aligning strategy to execution and, ultimately, results. When the crisis hit, our client already had in place: A strong Chief Operating Officer A seasoned VP of Operations A highly capable CFO A highly engaged, dedicated team So when the production line went down, those leaders didn’t panic, turn on each other, or otherwise melt down. They stayed calm, rolled up their sleeves, and got to work. Here’s what I saw (and it was impressive!):  They built temporary tracking systems in Excel. They managed inventory pallet-by-pallet. They worked on supplier relationships. They rebuilt schedules, and adjusted them multiple times per day. They met twice per day in highly focused touchpoint meetings to react to the constantly changing situation and to keep everyone informed. Collectively, they “flew the plane all the way to the ground,” a metaphor a former military pilot shared with me. When you’re losing control, you don’t give up. You keep flying the plane, assuming you will find a way to make a safe landing. For my client, their leadership was able to land their proverbial plane, meeting every delivery. This time, everything broke at scale. Except their team.  Getting growth-ready Growth exposes weaknesses you didn’t know you had, manual processes that once worked become bottlenecks, and heroic efforts like the one I described above lead to burnout.  If you are growing and you’re not proactively upgrading your people, systems, and operating architecture, you are building fragility into your future. Because the crisis will come. The only question is whether you’ll have the capacity to manage it when it does. In my next post, I’ll outline how to prepare for scale with some fundamentals of our Get In Gear  framework, so that when things break (and they will), your business doesn’t. Everything Breaks at Scale......

I’ve spent more than three decades in leadership roles, and if there’s one thing I know for sure, it’s this: leadership is ultimately about people. My career began right out of college with Nestlé, where I worked for 33 years across sales, corporate leadership, and large-scale operations. I led teams in the field, worked at headquarters, partnered across marketing, supply chain, and finance, and navigated the realities of performance pressure inside one of the world’s largest organizations. It was an incredible education, one that gave me a front-row seat to both great leadership and leadership that missed the mark. When Nestlé relocated its U.S. headquarters from Los Angeles to Washington, D.C., I made a decision rooted in family. Southern California is home. My kids, grandkids, and my mom are here. I took this moment of transition to pause, before stepping into a new chapter with  WhiteWater.  Four years later, I’ve never looked back.  Values alignment  From my first conversation with WhiteWater founder Sean Ryan, I knew we were on the same page. Sean’s philosophy, that leaders must be high-performing and  grounded in character, resonated deeply with me. I’ve always believed that results matter, but how you get them matters just as much. Today, I primarily facilitate WhiteWater’s Just Lead  program, and lead sessions on topics such as Courageous Communications and Negotiation. While the content is WhiteWater’s, I bring more than 30 years of lived leadership experience into every room. Participants often tell me they value real-world examples, stories of what worked, what didn’t, and what leadership actually looks like when things get messy. A core of character At the heart of every session is what we call the core of character, which includes caring, courage, integrity, trust, and transparency. These aren’t “soft” ideas. They’re foundational. I’ve seen firsthand how tough conversations go very differently when trust exists, and people know you genuinely care about them as humans, not just as employees. I tell leaders all the time: you don’t need to have all the answers. If you don’t know something, say so, and commit to finding out. Authenticity builds credibility faster than perfection ever could. Much of my work today is with leaders in industrial and manufacturing environments, places where top-down leadership used to be the norm. In every cohort, there’s a mix: leaders who are eager to grow and others who were told they needed to be there. My goal isn’t to convert everyone overnight. It’s to challenge them, so even the most skeptical leader walks away thinking, “I hadn’t considered that before.” And more often than not, it works. I regularly hear from participants who admit they were doubtful at first, only to discover they’ve grown more in six months than they had in years. That’s the impact that keeps me energized. Unlocking potential, providing stability One of the most rewarding aspects of leadership is helping others realize what they’re capable of. Some of my own proudest moments came when I could promote a member of my team, or when someone said, “I never thought I could do this…and now I can.” Leadership is about unlocking that potential. It’s also about being a stabilizing force during uncertainty. Change is constant. Markets shift. Technology accelerates. Teams look to their leaders not for all the answers, but for steadiness, honesty, and direction. Especially in times of disruption, leaders need to be closer to their people, not farther away. I believe leadership is both innate and learned. Some people have a natural presence; others have to work to develop it over time. But no one becomes a great leader without learning to listen, coach, navigate conflict, and bring people through change. Those are skills that can be learned and practiced.  At this stage of my career, I am incredibly fortunate to focus on what I care about most: helping leaders become better versions of themselves, both professionally and personally. That’s leadership done the right way, and it’s why I’m proud to be part of WhiteWater. Howard Wellema

For the first time, I can finally say this with confidence: the manuscript for Lead With Character  (working title) is complete! It’s been a long journey, longer than I initially expected. In hindsight, that might be the point. This book couldn’t have been rushed. It needed time to be tested, challenged, reshaped, and lived. It took multiple conversations and many hours of reflection to articulate first to myself, then to future readers, its central premises.  Because Lead With Character  isn’t a book about leadership techniques or management trends, but something more foundational: who leaders need to be, at their core, in a pressure-cooker world that can feel out of control.    Why character? And why now? We live in an era of accelerating uncertainty. Volatility is no longer episodic; it’s continual. Leaders are navigating economic disruption, geopolitical instability, rapid technological change, shifting workforce expectations, and growing social complexity, all at the same time . It’s…a lot. And yet, much of the leadership advice circulating today still assumes a relatively stable, manageable environment. Better plans. Cleaner execution. Faster decisions. Those things still matter, but they’re not enough, not for sustainable organizations. And not for leaders who aren’t only about business results, but also want to maintain their humanity throughout their careers.  What I’ve seen over three decades of working with leaders across industries is that when conditions become truly uncertain, character matters more than competence alone, not as a soft ideal, but as a practical necessity. That realization is what ultimately shaped this book. Three-legged stool: the trio of traits that matter most As the manuscript evolved, everything kept pointing back to three key traits. They surfaced repeatedly in client work, leadership assessments, coaching conversations, and real-world outcomes. Eventually, it became clear that these weren’t just themes; they were the very foundation on which the book was based.  That’s why the heart of Lead With Character  rests on three essentials: Caring, Curiosity and Courage. Together, they create an incredibly strong, stable foundation for your leadership.  Caring: the soft multiplier Caring is often misunderstood in leadership contexts. It’s not about being nice (although manners and graciousness are good), and it’s not about lowering standards. It’s about recognizing that leadership is relational. People don’t commit to strategies. They commit to leaders. Caring leaders take the time to understand how change impacts their people. They build trust through consistency and empathy. They create environments where accountability and humanity coexist. The hardest decisions, actions and conversations are far better and more effective when grounded on a foundation of caring and trust. What I’ve seen time and again is this: caring multiplies everything else. It strengthens engagement, accelerates execution, and builds resilience during difficult periods. Without it, even the best strategies struggle to land. Caring is not a distraction from performance. It’s a prerequisite for it. Curiosity: comfort in not knowing Curiosity is not about having more answers. It’s about asking better questions, especially when the old ones no longer work. In complex environments, certainty is often an illusion. Curious leaders are willing to challenge assumptions, explore alternatives, and admit when they don’t yet know the path forward. They replace the question “What should  we do?” with “What could  we do?” That shift sounds subtle, but it’s not. It’s ground-breaking.  Curiosity opens up possibilities. It expands strategic thinking. It prevents complacency. And it creates the conditions for learning, both individually and organizationally. Without curiosity, strategy calcifies. With it, organizations stay alive. Courage: the guts to act Curiosity alone isn’t enough. Insight without action is just observation. Courage is what allows leaders to move forward when outcomes are uncertain and trade-offs are real. It’s the willingness to make decisions without perfect information, to have hard conversations, and to stand behind choices even when they’re unpopular. In Lead With Character,  I talk a lot about productive discomfort. Growth rarely comes from staying comfortable. Courageous leaders understand that avoiding short-term discomfort often creates long-term risk. Courage shows up in many forms: setting bold goals, confronting underperformance, rethinking legacy systems, or choosing a different path when the environment shifts. Leadership, at its core, is a commitment to act, not recklessly, but with quiet confidence. Why this book took time This manuscript took longer than planned because the world kept changing, and my thinking evolved in response. Over the past few years, I’ve watched leaders confront challenges no playbook could fully prepare them for. Those experiences sharpened the ideas in this book. They also reinforced a central belief: leadership development cannot be separated from character development. Curiosity, courage, and caring are not traits you master once and move on from. They are practices. They require intention, reflection, and reinforcement over time. The pauses, the rewrites, and the rethinking made the book stronger. It allowed the ideas to mature alongside the reality leaders are actually facing. The journey to publishing Completing the manuscript is a major milestone, but it’s not the finish line. In a sense, it’s just the beginning of the next chapter (pun intended).  This book is meant to be read and used. To spark conversation, challenge assumptions, and help leaders think differently about who they are becoming, not just what they are doing. It needs to be shared and distributed, and that’s the next phase of the journey: seeking out agents and publishers who believe in this book and can help get it into as many leaders’ hands as possible. I’ll keep you posted on my progress. And if you have any contacts in the book world, by all means, please share them.  Meanwhile, the work my team and I do at WhiteWater to help leaders navigate complexity will continue to be guided by the book's principles. In the coming months, I’ll be sharing more about its ideas and how to apply them in your own work and life.  For now, I’ll say this: if leadership feels harder than it used to, you’re not imagining it. And the answer isn’t just better tools or tighter plans: it’s getting clear about your character, and the core of who you are. Lead with Character

Every January, the same scenarios play out. Gyms are packed. Diets start on Mondays. Vision boards are dusted off. And by mid-February, most of it is gone. The data is unforgiving: the vast majority of New Year’s resolutions don’t survive the winter. Not because people don’t care, but because life intervenes, motivation fades, and old habits creep back in. There’s a risk of letting the same thing happen in our businesses. I hear some version of this question from leaders constantly: “How do we set meaningful goals when everything feels unstable?” When markets are shifting, politics are unpredictable, supply chains are fragile, and yesterday’s assumptions no longer hold. My answer is simple, though, like that resolution to hit the weights this year, not always easy to stick with: uncertainty is not a reason to abandon goals, but to rethink how we approach them. Planning is never pointless One of the most dangerous ideas in times of uncertainty is that change is happening too fast, that planning is pointless. Some leaders think, “I’ll just stay flexible and see what happens.” Sounds adaptive, right? It isn’t. In fact, it’s one of the fastest ways to drift. At WhiteWater, we’ve spent years working with leaders who are navigating real-world turbulence and volatility. In   Welcome to Class 6 Rapids: Scenario Planning for Uncertain and Turbulent Times , we argue that as conditions become more chaotic, clarity of intent matters more , not less . In White Water, you don’t abandon direction; you tighten your focus on your destination . But you must also accept that the route to get there will not be linear. Goals give you purpose and direction. They tell you where you’re trying to go. Agility is about how you will respond when conditions change along the way. You need both goals and agility, direction and flexibility, to stay the course. Goals can bend to reality Where organizations (and individuals) get into trouble is when goals are treated as rigid promises instead of living commitments. Think about fitness resolutions. Someone sets a goal to “get in shape,” goes to the gym hard for two weeks, gets sore, misses a few sessions, and then decides the whole thing was a failure. That logic makes no sense in business, and yet we use it all the time. If you set a three-year growth goal and circumstances force you to adjust the path, that’s not failure. If you aim to grow 10x and only grow 5x, that’s not failure either. That’s progress; extraordinary progress! The real failure is quitting when reality doesn’t align with your original plan. Agility without commitment is drift Agility has become a buzzword. Like most, it’s at risk of misuse. So, to clarify: agility does not mean constantly changing direction. It means staying committed to the destination while being flexible about the route. We explored this directly in   Building Agility Into Strategy , where we argue that agility only works when it’s anchored in clear goals, priorities, and decision rights. Without that foundation, organizations don’t become agile; they become reactive. In practice, that means: Setting goals that are directional, not brittle Revisiting assumptions regularly Adjusting tactics without abandoning intent Accepting that progress will look messy I often describe this as trying to move a big ball of chaos roughly in the right direction. It wobbles. It veers. Sometimes it rolls backward for a bit. But over time, it moves.  Persistence is your quiet advantage One of the least glamorous, yet most powerful, capabilities in leadership is persistence. Not the dramatic, grind-through-anything version. The quieter kind. The kind that shows up again after a missed week at the gym, or a missed target at work. It’s that chin-up attitude that notes a miss, and asks: What did we learn? And then recommits.  This is where goal-setting intersects with execution discipline , another theme we’re obsessed with. Direction matters, but so does follow-through, especially when conditions aren’t cooperating. Most organizations don’t fail because they chose the wrong goals. They fail because they stop working toward them intentionally. Set 2026 goals differently As you set goals this year, both personally and professionally, I’d encourage you to think of them through a new lens. Instead of waiting for a predictable future to commit, ask: what destination matters enough to keep paddling, even when things change, or we hit that unexpected patch of white water?  And give yourself permission to be bold, and stretch yourself. Expect the path to change. Measure progress honestly. And when you stumble (as everyone does), don’t confuse adaptation with failure. That’s how you move forward: one stroke at a time, even though the river won’t stop flowing.

Every December, I find myself doing what most leaders do: looking back over the past twelve months and thinking, "How on earth did we get all that done?" Honestly, this year, that feeling is stronger than ever. A few days ago, while preparing for one of our team conversations, I learned something that stopped me in my tracks. We had accomplished significantly more work than I initially thought was already an aggressive forecast. In a year defined by turbulence, unpredictability, and constant adaptation, our team and our clients achieved tremendous things together. I can’t express how grateful and proud that makes me feel. A Year of Change, Adaptation, and Showing Up If there’s one theme that defines 2025 for me, it’s that nothing about this world is slowing down. The rapids are getting faster. The currents are becoming more complex. Our organizations, teams, and leaders are trying to steer into a future that remains out of sight, just around that next bend. In this context, the work we do at WhiteWater has never felt more important. The number of organizations reaching out to us this year—some steady, some growing quickly, and some wrestling with change—reinforced a truth we keep relearning: leading through whitewater requires curiosity, courage, and caring in equal measure. These three traits, that triad we’ve been developing and field-testing for years, feel more relevant than ever. The Big Ball of Chaos (and Why I’m Grateful for It) Despite many people’s wish for the world to move in clean, elegant straight lines, the truth is that our world moves like a big ball of chaos rolling roughly in the right direction. I joked with the team that it resembles those old Family Circus cartoons, where the kid takes nine detours through his neighborhood to get home. I can relate: where’s the fun in a straight line? That zigzagging is an apt description of what this year felt like for many leaders we worked with. If I’m being honest, it’s also what the year felt like for me. Some weeks, I felt like I spent more time in airports than at home (well, because I did!). Other weeks, I was juggling long-term goals, like putting the finishing touches on the manuscript of my next leadership book (more on that soon!), with real-time fires demanding my attention. But here’s the thing: even through the zigzags, we kept moving forward. No leader gets a perfect linear path. We all just keep steering toward the future we believe in. And for that, I’m grateful. Gratitude for the People Who Make This Possible When I look back on this year, my gratitude shows up in three big buckets: 1. Our Team I can’t say this loudly or often enough: our team is the reason WhiteWater works. Our team rocks. Their effort this year was extraordinary. Their resilience, creativity, good humor, and commitment to meaningful work amid unpredictability are humbling. I’m grateful for every single one of them. And yes, they also keep me accountable for doing the things I’d happily procrastinate, like social content, writing deadlines, or attending events on cold nights when staying home looks awfully appealing. (Fatima, I’m looking at you.) 2. Our Clients We don’t exist without the people who trust us—those leaders who open their doors and let us into their organizations during times that feel messy, uncertain, or pressure-packed. To every client this year: thank you for the privilege of working alongside you. Thank you for letting us help you navigate your own rapids, whether wide and rushing or narrow and choppy. 3. The Work Itself Not everyone gets to spend their days doing what they love. For me, that’s helping teams and leaders grow. I don’t take that for granted. This year reminded me again that the work we do matters—not in a theoretical sense, but in the very real progress we see in people, leaders, organizations, and cultures. 4. Family Last, and most importantly, none of what I do or our team accomplishes happens without the support my family provides and the sacrifices they make. Heather essentially runs the business and brings enormous creative energy to the table. I could easily argue that her presence is directly responsible for our growth. She and the kids have all put up with me spending as much time on the road as I do at home. That’s a lot of missed games, recitals, dances, and proms, not to mention just plain time spent together. Fortunately, despite my absenteeism (or maybe because of it), they have all grown into productive, independent, wonderful adults! I’m eternally grateful for the love and support they all provide. Curiosity: The Leadership Trait of the Decade One of the biggest personal learnings this year? Curiosity isn’t just important; it’s a true differentiator of exceptional leaders. Curiosity is integral to leadership, strategy, culture, resilience—everything that makes an organization hum. This year, I saw how it rose to the top again and again. Curiosity expands possibilities and nurtures innovation, opening the door to growth, new markets, new ideas, and new ways of working. In a world where certainty has gone extinct, curiosity gives leaders an essential edge: adaptability. Looking Ahead to 2026 As we wrap up this year, here’s what I hope we take with us into the next one: Set bold goals (even if they scare you). Our reach should extend beyond our grasp. If you don’t try, you miss the chance at even partial success (which is still success). Be adaptable in how you get there. The routes will change, the currents will shift, and the unexpected will show up. Stay flexible and calm in the face of change. Stay curious. Ask “what could we do?” instead of “what should we do?” Honor your people. Growth is always, always a team sport. Celebrate progress, not perfection. You don’t need a straight line to get home. And remember: take time to breathe. Recharge. Spend time with people who matter. No matter what shape the world is in, that’s the foundation of leadership. Finally, to everyone who’s been part of our journey this year—from our team and clients to our collaborators and new friends we met along the way—thank you! Your support, curiosity, and trust made all the difference. I can’t wait to see where the next chapter takes us. Until then, have a warm, restorative, joy-filled holiday season. Here’s to the year behind us and the possibilities ahead.