I’m almost 60 years old. Most people would say I’m successful in my career and life. I readily point to my family, demographics, education, intelligence,
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
Pursuing Social Excellence through Co-located Work
As many organizations are currently considering post-covid work expectations, I thought others might find value in Robert Quinn’s January 2020 talk “Social Excellence: Detect It,
The Future of Work in Atomic Object’s Offices
Unlike other technology companies embracing remote work as a long-term model, Atomic Object plans to return to our historical model of poly-skilled, co-located teams. Mike
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,
Considering Employees in Three Dimensions
Managers classify their direct reports in various ways; there are several well-known approaches. Used respectfully, classification is a good thing for employees, managers, and the
4 Essential Sales Skills for Service Firm Leaders
As leaders within consulting firms, we’re often tapped to be part of the team that helps connect new clients with teams. At some companies, this
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