As Mike and I were leading Atomic’s return-to-office (RTO) efforts, we hit a point when we needed to make a fundamental decision on how we
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Leadership
Attention: Spending Your Most Valuable Currency
A friend recently pointed out that remote work hurts companies with strongly connected, supportive cultures, and helps companies with more dysfunctional cultures. A job with
Resilience Doesn’t Come From Being Resilient
Resilience is a strong predictor of success in life. I suspect most of us have been taking a backward approach to building it. This occurred
Sabbath Sundays and Slow Mondays
Whatever you call the leader of a group of people — CEO, executive director, president, lead pastor, mayor — they have a hard job that’s
How Managers Can Support Employee Mental Health in a Time of Crisis
2020 was… a year. The global pandemic has changed everything from our home lives to the world economy. Some are dealing with too much isolation,
Atomic’s Co-CEO Model, Part 4 – The Lived Experience
This is the fourth and final post in a series about Atomic’s co-CEO model that Mike Marsiglia and I started working in during 2019. We
Atomic’s Co-CEO Model, Part 3 – Communication Flow
After carefully considering and deciding to split CEO responsibilities, Mike and I knew we had to create a structure for effective communication flow between us
Atomic’s Co-CEO Model, Part 2 – Structure
As we transitioned to a co-CEO model in 2019, Carl Erickson (Atomic’s founder), Mike, and I wanted to create a structure and a repeatable means
Atomic’s Co-CEO Model, Part 1 – Rationale
In 2019, Mike Marsiglia and I took the jobs of co-CEOs at Atomic Object when Atomic’s founder Carl Erickson stepped down from the role after
A Co-CEO Approach to Founder Succession
After running Atomic Object for 18 years, I realized in March of 2019 that I didn’t need to be CEO anymore. I’d accomplished a lot