I tried to achieve some balance in my life by taking a few days off to go fishing on Lake Erie with my son. We chartered a boat for three days—just the two of us.

As the leader of a high-performing team, how you distribute and balance work for members of that team is a critical success factor. It needs to be done fairly. Note, I didn’t say equally.

From disagreements over the right strategy to heated recriminations following a project failure, conflicts are a regular part of business life. But most leaders and teams view conflict as a negative that should be avoided at all costs.

The ongoing AI boom seems to permeate, and sometimes call into doubt, every aspect of almost everybody’s profession.

Ask a leadership team how many hours went into last quarter’s operating review. Then ask how many of those hours went into a problem the team had already solved once before. Watch how the room reacts to the second question.

“Just when I thought I was out, they pull me back in.”
—Michael Corleone, The Godfather: Part III

In industrial manufacturing, quality failures carry consequences far beyond the factory floor. A single defect can trigger warranty claims, production downtime for customers, costly recalls, and long-term damage to brand reputation.

The healthcare technology management (HTM) industry is facing a looming labor shortage and must attract enough skilled professionals to meet future demand.

The vision system scanned the part and logged a pass. The SPC chart stayed inside its control limits. The line kept moving.

When a CEO tells me they wish their employees were more capable of “self-organizing,” I usually ask what exactly that means.