Reset Your Thinking Podcast

Book: Meeting Suck

This briefing document summarizes the key arguments, concepts, and practical advice presented in the provided excerpts from Cameron Herold's book, "Meetings Suck," focusing on transforming unproductive meetings into valuable business tools.
Key Themes:
Meetings Don't Inherently Suck, People Do: The central premise is that the problem isn't meetings themselves, but how they are run and attended. "It’s Not the Meetings…It’s US!"
Meetings as a Critical Business Tool: When executed correctly, meetings are essential for driving alignment, providing direction, generating energy, fostering focus, sparking creativity, and inspiring employees.
The Financial Cost of Poor Meetings: Unproductive meetings are a significant waste of company resources and money.
Importance of Structure and Preparation: Effective meetings require clear agendas, defined purposes, and anticipated outcomes, distributed in advance. "No agenda, no attenda!"
Time Management is Crucial: Compressing meeting times, starting and ending on time, and valuing everyone's time are fundamental to productive meetings.
Understanding and Leveraging Personalities: Recognizing different personality types (Dominant, Expressive, Analytical, Amiable) and their impact on meeting dynamics is vital for inclusive and effective discussions.
Strategic Meeting Cadence: Implementing a structured rhythm of different meeting types (daily, weekly, quarterly, yearly) is essential for organizational health and growth.
Transparency and Financial Literacy: Sharing financial information and involving employees in understanding the business's financial health is empowering and drives better decision-making.
Empowering Employees: Creating an environment where all employees, regardless of rank, feel safe to share ideas and opinions leads to greater confidence and innovation.
Most Important Ideas and Facts:
The Goal of Effective Meetings: Herold argues that well-run meetings can "drive alignment within the business; give direction; generate energy, focus, and creativity; and inspire your people to elevate the business to the next level." Conversely, poorly run meetings result in "none of that happens."
The Financial Impact of Waste: Herold uses a powerful analogy: "imagine that everyone who shows up represents fifty dollars." He calculates that inviting just two unnecessary people to a daily meeting costs $25,000 a year, emphasizing the significant financial waste of unproductive meetings.
The "Two-Pizza Rule": Borrowing from Jeff Bezos, Herold suggests, "he would never hold a meeting in which two pizzas couldn’t feed the entire group." This serves as a practical guideline for limiting meeting size to maintain focus and efficiency.
The Importance of Opting Out (Respectfully): Herold advocates for employees having the freedom to "opt out" of meetings where they feel they cannot provide or receive value, provided they do so respectfully and explain their reasoning.
Agenda Must-Haves: A clear agenda distributed in advance is mandatory. Key elements include:
Purpose (one sentence explaining why the meeting is happening).
Possible Outcomes (up to three anticipated results).
Time Allocation per topic.
Ideally, a To-Do list of preparatory tasks for attendees.
Three Meeting Styles: Herold identifies three distinct styles for agenda items, each requiring different preparation and interaction:
Information Sharing: Simply conveying information. Should often be replaced by memos.
Creative Discussion: Brainstorming and generating ideas without immediate decision-making.
Consensus Decision: Group decision-making where everyone's voice is heard and a unified decision is reached. Herold emphasizes the importance of understanding the style beforehand to avoid frustration.
The Philosophy of Being On Time: Punctuality is framed as a reflection of respect. Herold's rule is that "To be on time is to arrive five minutes early." He recounts a personal anecdote from teaching at MIT where attendees were expected to be in their seats when the session started, emphasizing the importance of setting this expectation.
Compressing Time: Applying Parkinson's Law ("Work expands so as to fill the time available for its completion"), Herold advises estimating meeting times and then cutting them in half to increase productivity and efficiency.
Soliciting Ideas from Quieter Personalities: To ensure all voices are heard, especially from Analytical and Amiable personalities who may be less vocal, Herold recommends calling on junior or quieter individuals first before the more dominant or senior attendees. This builds confidence and allows for a wider range of ideas.
Structured Meeting Rhythms: The excerpts outline various essential meeting types and their recommended frequency and duration:
Daily Huddle: Short (7 minutes for the whole company or 3 minutes for business areas via Adrenaline Meetings), twice daily, information sharing, focused on daily priorities and metrics.
Weekly Action Review (WAR) Meeting: Weekly, 60-90 minutes, focuses on reviewing goals, metrics, and plans, holding individuals accountable. "everyone commits to his or her goals in front of everyone else."
Weekly Strategy Meeting: Weekly, 60-90 minutes, combines information sharing and creative discussion, reviewing key metrics and providing business area updates.
Monthly Financial Meetings: Monthly, focuses on reviewing financial statements, identifying savings, and discussing revenue generation. Provides transparency and financial education.
Quarterly Retreats: Full or half-day, off-site, focuses on reviewing the past quarter and planning for the next, aligning with the Vivid Vision.
Yearly Retreats: Typically two days, off-site, involves strategic planning for the next three years, reviewing core values, purpose, and the Vivid Vision. Includes team-building activities like discussing personal "101 dream goals."
Ad Hoc Debrief Meetings: Quick (5-10 minutes), informal, debriefing on projects, calls, or events.
The Vivid Vision: A three-year strategic planning tool where the CEO vividly describes every aspect of the company in the future, including customer feedback, media coverage, employee sentiment, and financial status. This serves as a guiding light for strategic planning and goal setting in annual and quarterly meetings.
Benefits of Financial Transparency: Sharing financial statements with employees, even frontline staff, fosters trust, encourages ideas for cost savings and revenue generation, and educates the team on business finance. Herold shares an anecdote about a wealthy CEO who gained employee respect by being transparent about his finances.
The Role of the "Closer": A designated person at the end of each agenda item or meeting to summarize decisions made, actions agreed upon, and deadlines. This ensures clarity and prevents misunderstandings. "clarity arises when the Closer asks people to reiterate what they’ve agreed to do and when."
Virtual Meetings: Herold acknowledges the utility of virtual meetings but emphasizes the importance of video conferencing for visual engagement and leveraging collaborative tools like Google Docs.
Conclusion:
These excerpts from "Meetings Suck" strongly advocate for a fundamental shift in how organizations approach meetings. Herold provides a practical and detailed framework for transforming meetings from time-wasting events into powerful engines for communication, alignment, strategic execution, and employee empowerment. His emphasis on preparation, clear objectives, time discipline, personality awareness, and a structured meeting rhythm offers actionable steps for leaders and employees alike to improve meeting effectiveness and contribute to overall business success. The core message is clear: by implementing specific strategies and fostering a culture of respect for time and ideas, companies can elevate their meetings and, consequently, their performance.
RYT Podcast is a passion product of Tyler Smith, an EOS Implementer (more at IssueSolving.com). All Podcasts are derivative works created by AI from publicly available sources. Copyright 2025 All Rights Reserved.

Book: Double your Revenue and Profit

Cameron Herold's "Double Double" outline a strategic framework for achieving significant growth in business within a three-year timeframe, specifically aiming to double revenue, profit, and free time for the entrepreneur and employees. The core of this methodology centers around a clear vision for the future, setting measurable goals, relentless focus, efficient execution, building a strong culture, and effectively managing time and resources. The author emphasizes the importance of meticulous planning, proactive decision-making, and a "monomaniac with a mission" mindset. Key concepts include the "Painted Picture" visualization, SMART goal setting, rigorous metrics tracking, strategic hiring, bootstrap marketing, leveraging public relations, and navigating the emotional "Transition Curve" of entrepreneurship. The document also touches on the importance of work-life balance, continuous learning, and seeking outside advice.
2. Key Themes and Most Important Ideas/Facts
The "Double Double" Goal: The central premise is not just doubling revenue, but also doubling profit and free time within three years. This holistic approach to growth aims for sustainable success and personal well-being. "The doubling we are talking about here includes not only doubling the revenue of your company but also doubling the amount of profit it makes, and doubling the amount of free time for you and your employees to enjoy."
The "Painted Picture" Vision: A critical first step is to create a vivid, detailed, and written description of the company after it has doubled in size in three years. This "Painted Picture" acts as a guiding star, outlining not just financial goals but also aspects like culture, staffing, marketing, and customer service. It should be shared with all stakeholders to create collective buy-in and drive action. "The goal of doubling your company’s size in three years is easy to accept. Who wouldn’t want to do that? But accepting this goal and realizing it are two different things." The author cites real-world examples like 1-800-GOT-JUNK?'s goal of being in a Harvard case study and on Starbucks cups, demonstrating the power of visualizing ambitious goals and making them visible.
SMART Goal Setting: Goals must be clearly defined and adhere to the SMART criteria (Shared, Measurable, Attainable, Relevant, Time-based). This provides a framework for breaking down the large "Double Double" goal into actionable steps. These goals should extend beyond financial metrics to include areas like customer satisfaction and employee engagement. "Ensure that all goals are worth working on." The author also advocates for setting SMART personal goals, particularly regarding free time.
The Importance of Planning and Action: Setting goals is insufficient without a detailed action plan. The author stresses the need to identify the specific tasks and projects required to achieve the SMART goals. This can be facilitated through exercises like brainstorming and voting on priority projects within different business areas. "After all, what’s the good of having a goal without having a plan for the steps you’ll need to take to reach it?"
Culture as a Cult: Building a strong company culture is essential for fast growth. The author, quoting a mentor, suggests that a great company is "slightly more than a business and slightly less than a religion. It has to be in that zone of cult. Cult-ure.” This implies a strong sense of shared purpose, values, and employee engagement. Visualizing this culture within the "Painted Picture" is important.
Measuring What Matters (Metrics/KPIs): Consistent and focused measurement of Key Performance Indicators (KPIs) is crucial for tracking progress, identifying issues, and making informed decisions. The author advocates for identifying 10-15 top KPIs and then focusing on the most critical 5. Each metric should have a Single Point Accountable (SPA) person responsible for tracking and reporting. Both leading and lagging indicators should be monitored. "You can’t manage what you don’t measure."
Strategic Hiring and Talent Acquisition: Hiring the right people is paramount. The author uses a duck hunting analogy to emphasize selectivity, stating it's better to keep looking for the "best ducks" (A players) than to settle for less. Interviewing should focus on identifying key traits like attainment, introspection, leadership, organizational skills, people skills, ability to handle pressure, tenacity, values, handling conflict, emotional intelligence, precision, problem-solving, and technology skills.
Focused Marketing and "Bootstrap" Advertising: Effective marketing involves identifying and targeting the ideal customer demographic precisely. The author shares his experience focusing on specific neighborhoods for his painting business and being willing to turn away clients outside that target market. "Paying for advertising just seems wrong." The author advocates for "bootstrap" advertising, which involves cost-effective strategies like bartering, negotiating rates, producing inexpensive materials, and leveraging "parketing" (branded vehicles in high-traffic areas). The concept of needing "27 hits" for a prospect to take action highlights the need for persistent and varied marketing efforts.
Public Relations as a Strategic Tool: PR can be a highly effective marketing tool, but requires understanding the media and tailoring stories to their audience. The author emphasizes knowing what makes a story compelling and being prepared to provide information and expert comments.
The "Transition Curve" of Entrepreneurship: Entrepreneurship is an emotional rollercoaster with predictable stages: Uninformed Optimism, Informed Pessimism, Crisis of Meaning, Informed Optimism, and Completion. Recognizing these stages and understanding the appropriate actions to take at each point (e.g., avoiding major decisions during Uninformed Optimism, seeking support during Crisis of Meaning) is vital for navigating challenges and maintaining mental well-being. "Control Emotions: The Transition Curve will happen regardless, but it can be flatter vs. massive ups & downs when you curb negative emotions and overreactions."
Time Management and Focused Work: Effective time management is essential for getting the right things done. The author advocates for methods like the Ivy Lee method (identifying the top 6 tasks for the next day and completing them in order of priority) and identifying one's "unique ability" to focus on high-impact tasks. Techniques like setting timers, breaking down large projects, and rewarding progress are also suggested.
Seeking Outside Advice and Building a Network: Entrepreneurs should proactively seek advice from mentors, advisers, and peers. Building a network of smart and experienced individuals ("mentor board of advisers" or "MBA") can provide valuable guidance and support.
Work-Life Balance: Achieving work-life balance is presented as a crucial component of sustainable success and personal fulfillment. The author encourages scheduling family time first, learning from others (particularly women, who "get balance a lot more than men do"), de-stressing regularly, and pursuing personal interests. "Companies come and go. Family is forever."
3. Notable Quotes
"The doubling we are talking about here includes not only doubling the revenue of your company but also doubling the amount of profit it makes, and doubling the amount of free time for you and your employees to enjoy."
"The goal of doubling your company’s size in three years is easy to accept. Who wouldn’t want to do that? But accepting this goal and realizing it are two different things."
"Whatever the mind can conceive and believe, the mind can achieve." (Napoleon Hill, referenced in the text)
"Building a great company means creating something that is slightly more than a business and slightly less than a religion. It has to be in that zone of cult. Cult-ure.”
"You can’t manage what you don’t measure."
"It is far better to keep looking than to settle for a B player."
"Paying for advertising just seems wrong."
"Never miss out on an opportunity like a good recession." (Jack Welch, referenced in the text)
"When the competition is drowning, stick a hose in their mouths." (Ray Kroc, referenced in the text)
"Control Emotions: The Transition Curve will happen regardless, but it can be flatter vs. massive ups & downs when you curb negative emotions and overreactions."
"Companies come and go. Family is forever."
"Inspect What You Expect."
"Titles Are Taken VERY Seriously."
4. Actionable Takeaways
Based on these excerpts, key actions for individuals and businesses seeking to double their growth include:
Develop a "Painted Picture": Create a detailed, written vision of the company in three years, encompassing all key areas. Share this vision widely.
Set SMART Goals: Translate the "Painted Picture" into specific, measurable, attainable, relevant, and time-based goals for the company and individual departments. Include personal goals for free time.
Create an Action Plan: Break down goals into specific tasks and projects. Prioritize these through a structured process.
Implement Rigorous Metrics Tracking: Identify key KPIs and assign accountability for measuring and reporting them regularly. Utilize dashboards for visualization.
Prioritize Strategic Hiring: Be highly selective in the hiring process, focusing on identifying A players who fit the company culture and have the necessary traits.
Adopt a Focused and "Bootstrap" Marketing Approach: Identify the ideal customer and target them precisely. Explore cost-effective advertising and PR strategies.
Understand and Navigate the Transition Curve: Recognize the emotional stages of entrepreneurship and seek support during challenging periods.
Implement Effective Time Management Techniques: Utilize methods like the Ivy Lee method and identify your "unique ability" to focus on high-impact tasks.
Build a Network of Advisers: Proactively seek guidance from mentors and experienced individuals.
Prioritize Work-Life Balance: Schedule personal and family time, de-stress regularly, and learn from others who have achieved balance.
5. Implications for Growth Strategy
The "Double Double" framework suggests that achieving significant growth requires a deliberate and holistic approach that goes beyond simply focusing on sales. It emphasizes the interconnectedness of vision, planning, execution, culture, people, and personal well-being. A key implication is that sustainable rapid growth is contingent on building a strong foundation, making strategic choices about resource allocation, and maintaining a focused and adaptable mindset. The framework encourages a proactive and measured approach, even during economic downturns.
6. Areas for Further Exploration
While these excerpts provide a strong overview, further exploration of the following areas from the full book would be beneficial:
Specific techniques for developing the "Painted Picture" and ensuring buy-in.
Detailed examples of effective bootstrap marketing strategies beyond the ones mentioned.
In-depth guidance on navigating the "Crisis of Meaning" stage of the Transition Curve.
Practical methods for implementing and maintaining effective metrics tracking systems.
Strategies for fostering a "cult-ure" within a growing organization.
More detailed approaches to identifying and hiring A players.
This briefing document provides a foundational understanding of the core principles outlined in the provided excerpts. By applying these concepts, individuals and organizations can significantly enhance their potential for achieving rapid and sustainable growth.
RYT Podcast is a passion product of Tyler Smith, an EOS Implementer (more at IssueSolving.com). All Podcasts are derivative works created by AI from publicly available sources. Copyright 2025 All Rights Reserved.

Book: Second in Command

Cameron Herold's book, "The Second in Command," focusing on the crucial role of the COO in a growing company. The document highlights that the COO's function is highly situational and fundamentally defined by their relationship with the CEO. It emphasizes the need for CEOs to understand their own strengths and weaknesses to find a complementary partner, utilizing tools like the Activity Inventory. The text details the various types of COOs, the benefits a COO can bring, and a practical approach to the hiring process, including the importance of "cultural fit and skill," thorough reference checks, and building trust. It also touches on the transient nature of the CEO-COO relationship as companies evolve and the importance of the COO having a strong ego strength to be comfortable outside the limelight.
Main Themes and Important Ideas/Facts:
The Highly Situational and Relational Nature of the COO Role:
The core idea is that the COO's role is "at once so critical and so situational."
Crucially, the COO's role is "defined in relation to the CEO as an individual." This highlights that there's no one-size-fits-all COO, and the perfect candidate depends heavily on the CEO's personality, skills, and the company's needs.
"There is no single template for what makes an effective COO, other than their fit with the CEO—and every CEO is different."
The COO as the Execution Engine and Complement to the CEO's Vision:
A primary function of the COO is to translate the CEO's vision into reality. As Alan Joskowicz, COO Alliance Member, states, "A COO makes things happen! They are the glue that holds all internal departments and processes together. COOs take a CEO’s vision and find a way to make it a reality."
The CEO and COO form a "two-in-a-box" partnership, a "yin-yang" combination where they ideally have complementary strengths and weaknesses.
The CEO typically focuses outward (investors, media, vision), while the COO focuses inward (operations, systems, teams). Examples include Ben & Jerry's and Shopify.
The COO needs to be strategic but also capable of getting into the weeds to fix broken systems and remove obstacles. They need "enough business savvy to know what questions to ask, to get the right answers, to work with their people, and to bring out the best in others by growing their skills and confidence."
The Importance of Self-Awareness for the CEO:
Finding the right COO starts with the CEO understanding themselves deeply. "Before you know what you need from a COO, you need to understand the kind of CEO you are: who you are, what you do, and what skills you need to bring into the mix."
The Activity Inventory is a crucial tool for CEOs to identify their tasks and categorize them as Incompetent (I), Competent (C), Excellent (E), or Unique Ability (UA).
The goal of the Activity Inventory is to understand the CEO's "Unique Abilities" – the tasks they are best at, love doing, and would do for free. This helps identify areas where a COO is needed.
The CEO and COO's Unique Abilities and weaknesses are ideally opposite, creating a "yin to your yang."
Identifying the Need for a COO vs. Functional Heads:
Not all growing companies need a COO immediately. Sometimes, the need is for a functional head (e.g., Head of Finance, VP of Technology) with deep expertise in a specific domain.
The Activity Inventory can help determine if the gaps are in specific functional areas or require a more generalist, systems-focused operator like a COO.
A COO doesn't necessarily have deep expertise in one area but strength across several, particularly in "communications, people skills, and leadership."
Types of COOs (Mentioned from "Second in Command" article):
The text references the HBR article "Second in Command: The Misunderstood Role of the Chief Operating Officer" and mentions the concept of a "Change agent" COO, who helps implement transformation when internal leaders are resistant.
The text also describes the "MVP" COO, promoted internally due to their integral role to retain them, often starting as an internal lead and growing into the COO title based on contribution and team respect. Cameron Herold's own COO title at 1-800-GOT-JUNK? "partly came from my MVP status."
The COO as a "System Fixer" and Promoter of Simplicity:
COOs need to identify and fix broken or missing systems, operating from the perspective that "People don’t fail—systems fail."
They should focus on creating simple, scalable systems that the "worst employee in the worst market in the worst conditions could still execute them."
COOs need "constructive laziness" – the ability to find shortcuts and more efficient ways to achieve goals.
The Importance of Strategy and Tactics and the "Two in a Box" at the Bottom:
Drawing on Sun Tzu's "The Art of War," the text emphasizes the need for both strategy and tactics, with the COO playing a vital role in executing the CEO's strategy.
The COO's role requires continuous recalibration with the CEO.
The concept of "Two in a Box at the Bottom, Not the Top" suggests that the CEO and COO should see themselves as supporting the organization and its people, rather than being at the top of a hierarchical structure. "Instead, they should be serving the organization by removing obstacles, providing support, and aligning and inspiring people."
Hiring the Right COO:
The hiring process requires significant time and commitment. "From when we first started talking seriously about the opportunity to when I joined was about four months. By the time I joined, I felt like we already knew each other very well."
Hiring should focus on both cultural fit and skill. "Now you have to hire for both cultural fit and skill. If you hire for just one or the other, they’ll both fail."
Creating a detailed "scorecard" of required skills and behaviors is essential.
The job description should be compelling and written by a copywriter to attract the right candidates and repel the wrong ones. It should clearly state the CEO's personality and the role's expectations.
Focus on what candidates say and how they say it, rather than just their resume, as A-players may not have up-to-date resumes.
Utilizing executive recruiters is recommended, but it's crucial to select firms that specialize in the appropriate salary range.
Cultivating a strong CEO network (EO, YPO, Vistage, etc.) is vital for finding candidates and gaining insights. The COO Alliance serves a similar purpose for seconds-in-command.
Maintaining a "virtual bench" of potential candidates, even when not actively hiring, is a good practice.
Thorough reference checks are paramount. Go beyond the provided references and ask for contacts of people they've worked with. Use the "threat of reference check (TORC)" to encourage honesty. Call up to ten people for key hires. "If that complete, implicit trust isn’t there, then don’t make an offer. It’s as simple as that."
Working Effectively with a COO:
Trust is foundational. The CEO needs to have complete confidence in the COO.
Clear delegation is crucial. The CEO should delegate everything except their Unique Abilities. Conversely, the COO should delegate effectively to their team rather than doing everything themselves.
Building relationships with key employees is important for both the CEO and COO.
The CEO should avoid undermining the COO by swooping in to fix problems the COO is handling. The CEO's job is to "grow the skills and the confidence of the COO."
The "Operating Manual" developed by Matt MacInnis of Rippling is presented as a brilliant tool for a COO to communicate their working style and expectations to their team.
The CEO and COO should proactively communicate and build a strong personal relationship to foster trust. "The bedrock [of our trust] is the personal relationship that we have built over time."
The Transient Nature of the CEO-COO Relationship:
It is rare for a CEO-COO partnership to last the lifetime of the company. Companies evolve through different phases, requiring different types of COOs.
Cameron Herold's own experience at 1-800-GOT-JUNK? exemplifies this. He was the right COO for the early growth phase (from $2 million to $106 million), but Erik Church was the right COO for the next phase (from $100 million to $600 million and aiming for $1 billion).
CEOs need to recognize when the current COO is no longer the right fit for the company's stage of growth.
The COO's Mindset and Personal Characteristics:
A COO is a source of energy and optimism for the organization. Their demeanor has a "butterfly effect throughout a whole business."
COOs need experience to distinguish between a "problem" and a "disaster" and to see success as different from perfection.
Early-stage company COOs need to be entrepreneurial and able to create systems from scratch. Later-stage COOs focus on running and scaling existing systems.
COOs need discipline and flexibility to spot opportunities aligned with the vision.
Humility is essential for a COO. "COOs have to check their ego at the door and be okay with the fact that the CEO will get most of the limelight."
Erik Church's "Every Magician's Invisible Hand" piece highlights the importance of the COO being comfortable being the "invisible hand" behind the CEO's "magic," foregoing the need for control and being "selfless" during working hours.
COOs must avoid burnout by maintaining balance and taking breaks.
Key Quotes:
"Listen Brian, it’s like Goldilocks and the Three Bears. The first time you hire someone close to you—a friend like Cameron—and it works like magic. The second time, you over-hire and you bring someone onboard based on pedigree versus cultural fit. The third time, you need to get it right. You need to find someone who has the rigor and discipline but also believes in and wants to work with an entrepreneur." - Greg Brophy, founder of Shred-It (quoted by Brian Scudamore)
"The COO’s role is defined in relation to the CEO as an individual." - Nate Bennett and Stephen A. Miles
"A COO makes things happen! They are the glue that holds all internal departments and processes together. COOs take a CEO’s vision and find a way to make it a reality." - Alan Joskowicz, COO Alliance Member
"People don’t fail—systems fail." - Michael Gerber, author of The E-Myth
"Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat." - Sun Tzu, The Art of War
"As a COO, make sure that you continuously recalibrate your role, your responsibilities, and your area of focus with your CEO." - Harley Finkelstein, President of Shopify
"The bad news is that hiring the right COO isn’t easy. And hiring the wrong COO is worse than useless. It can kill your momentum…or your company." - Cameron Herold
"The deeper your understanding of your skills, weaknesses, and Unique Abilities—as well as the areas you want to delegate—the better your chances of finding the person who likes doing what you don’t and is great in the areas where you suck." - Cameron Herold
"When you’ve got your two in a box—a yin-yang combination of CEO and COO—that box belongs at the bottom of any org chart, not the top." - Cameron Herold
"If you don’t know where you’re going, any road will take you there." - The Cheshire Cat in Alice in Wonderland
"Now you have to hire for both cultural fit and skill. If you hire for just one or the other, they’ll both fail." - Cameron Herold
"If that complete, implicit trust isn’t there, then don’t make an offer. It’s as simple as that." - Cameron Herold
"The bedrock [of our trust] is the personal relationship that we have built over time." - Surveyed COO Alliance member
"His job is to be the Magician; mine is to be his invisible hand." - Erik Church, COO, O2E Brands
Actionable Takeaways:
CEOs should conduct a thorough Activity Inventory to understand their strengths, weaknesses, and Unique Abilities before considering hiring a COO.
Clearly define the specific needs and expected outcomes for a COO based on the company's stage of growth and the CEO's profile.
Prioritize finding a candidate with both the right cultural fit and necessary skills, rather than just one or the other.
Invest in a well-written, compelling job description that accurately reflects the role and the CEO's personality.
Conduct extensive and probing reference checks, going beyond the provided list.
Foster a relationship of deep trust with the COO from the outset.
Clearly define and delegate responsibilities, focusing on the CEO's Unique Abilities and empowering the COO to operate effectively.
Consider establishing an "Operating Manual" to clarify working styles and expectations.
Recognize that the COO role may evolve and that a company may need different COOs at different stages of growth.
RYT Podcast is a passion product of Tyler Smith, an EOS Implementer (more at IssueSolving.com). All Podcasts are derivative works created by AI from publicly available sources. Copyright 2025 All Rights Reserved.

Book: Vivid Vision

Cameron Herold's "Vivid Vision" introduce a powerful framework for envisioning and achieving future success for both businesses and individuals. The core concept is the "Vivid Vision," a detailed, multi-page document that describes the future state of an organization or personal life three years out, as if it has already happened. Unlike traditional mission statements or vision boards, the Vivid Vision emphasizes rich, sensory detail and avoids focusing on the "how" during the initial envisioning phase. It serves as a "map of the future," aligning teams, attracting stakeholders, and inspiring audacious goals (BHAGs) that drive innovation and growth. The implementation involves a dedicated writing process, an internal and external rollout, and a commitment to "reverse engineering" the envisioned future through concrete projects and actions. The framework is also applicable to personal life, covering key areas like Fitness, Faith, Finance, Family, and Friends.
Key Themes and Important Ideas:
The Need for a "Vivid Vision": Herold argues that traditional one-sentence mission statements or abstract vision boards are insufficient for truly communicating a desired future state. A Vivid Vision provides the necessary detail and sensory experience to make the future tangible and understandable to everyone.
Quote: "One sentence can never do justice to this kind of all-encompassing experience. It’s impossible to squeeze the level of detail necessary into a handful of words. But with a Vivid Vision, you can."
Quote: "It might be crystal clear to you—every shot in the scene, every word in the song—but everyone else is blind and deaf when it comes to the stuff in your head. And a sentence or a paragraph is not going to make them see the light or hear the music."
Three-Year Time Horizon: A three-year timeframe is presented as the "magic number" for the Vivid Vision. It is long enough to allow for significant, even audacious, goals and innovation, but not so far out that the future becomes too uncertain or demotivating.
Quote: "Why three years? Why not one? Why not five? What makes three the magic number? The reality is that if you venture too far into the future, the vision becomes very foggy."
Quote: "Additionally, the three-year goal inspires innovation. Not only is time stretched, but imagination is stretched, as well."
Focus on "What," Not "How": A crucial aspect of the Vivid Vision process is to focus solely on describing the desired future state without immediately considering the operational steps needed to achieve it. This allows for more creative and audacious envisioning. The "how" is addressed later through reverse engineering.
Quote: "Entrepreneurs spend too much time worrying about how something is going to happen. As a result, they lose their ability to dream about something great."
Quote: "Remember, the idea is to get the thoughts out, no matter how seemingly crazy. You can worry about fleshing them out later."
The "BHAG" Connection: The Vivid Vision naturally embodies the characteristics of a Big, Hairy, Audacious Goal (BHAG), a term developed by Jim Collins. These are goals that are so significant they require a major stretch and may initially seem impossible to outsiders. A successful Vivid Vision should align the organization around its BHAG.
Quote: "There’s a BHAG (pronounced “bee-hag”) quality to the Vivid Vision. BHAG is a term developed by Jim Collins... These goals require you to stretch your imagination to such an extent that people outside of the company probably think you’re crazy."
Quote: "A company’s BHAG is as important as its Core Values. And its Vivid Vision, which articulates that BHAG, is just as important, if not more so."
Writing the Vivid Vision (The Process): The creation of the Vivid Vision is a personal, imaginative process for the leader. It involves:
Removing oneself from the daily grind: Leaving the office and finding an inspiring location is recommended to encourage dreaming.
Quote: "To begin the process of creating your Vivid Vision, your first job is to free your mind from the day-to-day worries of running your business. That means leaving the office... And no, it won’t work if you shut your office door or go to a conference room to work."
Using pen and paper: Avoiding computers helps prevent distractions and encourages a different mode of thinking.
Quote: "Trying to disconnect with a computer in front of you is an exercise in futility... Before long, you’re going down a rabbit hole, having been sucked back into the daily grind."
Visualization and daydreaming: Actively imagining the future state as if it's already happening and capturing the details.
Quote: "I allowed myself to pretend everything was already happening. For example, I would close my eyes and try to visualize a speaking event... I’d see all of this, and then, I’d sit up to write every detail down in the notebook as quickly as possible."
Mind Mapping: A visual tool to organize thoughts around key areas of the business (departments, culture, etc.) as a preliminary step to writing the full document.
Drafting and Refining: The leader writes the initial draft, then brings in others (like a writer or editor) to refine the language for clarity and lack of ambiguity. The final document should be polished and visually appealing, ideally four pages or less.
The Power of Sharing (Rollout): Sharing the Vivid Vision, both internally and externally, is crucial for its success.
Internal Alignment: It provides employees with a clear understanding of the company's direction, empowering them to make decisions and fostering a sense of shared purpose.
Quote: "This company-wide alignment also aids your team in becoming decision-makers themselves."
Quote: "When everyone knows their particular assignment, they can function without having to try to do someone else’s job..."
Quote: "Of those three guys, who do you think feels a greater alignment of purpose when he goes to work every morning? Yes, all of them are just making bricks, but the third guy understands why he’s making bricks, and he understands the significance of those bricks."
Attracting and Repelling: A bold Vivid Vision will naturally attract people who are aligned with the vision and repel those who are not, helping to build the right team and stakeholder relationships.
Quote: "If you have been bold enough in your ideas, this will have two ef-fects: It will attract and repel others... If your scope is too small... or if everyone likes it, no one will love it. If this is the case, you have failed."
External Engagement: Sharing with customers, suppliers, potential employees, bankers, and the media allows them to see the future of the company, building excitement, trust, and potentially influencing their decisions to partner or invest.
Quote: "What ends up happening is these outside parties play a role in your vision, as they contribute and conspire to make it come true."
Quote: "When you walk into that condo, you think, 'Holy cow. I’m done. I’ll take the place.' What changed? You glimpsed the future."
Quote: "When you share your Vivid Vision with the world, the world comes to accept it... The world that you described to them, they can now see, clearly, right in front of their eyes."
Competitive Advantage: Sharing the destination removes ambiguity and stakes out the territory, making it harder for competitors to copy the vision without appearing derivative.
Quote: "Should anyone else attempt to plant their flag there, it will only come off as derivative, as if that company doesn’t have enough vision to chart its own course."
Media Validation: Getting the media to report on the company's future vision provides valuable social proof and validation.
Quote: "You need the media to buy in to the Vivid Vision if you want others to buy in to it. The imprimatur of the media is necessary..."
Reverse Engineering and Execution: Once the Vivid Vision is complete, the process shifts to identifying the specific projects and steps needed to bring each sentence (which represents a goal) to life. This is a process of "reverse engineering" from the future back to the present.
Quote: "During all of these moments, it’s easy to become overwhelmed... No matter which source of dread you experience, the solution is the same: take it one small step at a time."
Quote: "Realize that every sentence in your Vivid Vision is a goal in and of it-self. And to bring about each sentence, a certain number of projects will need to be performed in a certain order."
Quote: "This is reverse engineering."
The Vivid Vision as a Constant Guide: The document serves as a continuous reference point, like a map, for guiding decisions and maintaining direction, even when minor course corrections are necessary. It should remain relatively fixed for the three-year period unless major, unforeseen events occur.
Quote: "The Vivid Vision is like the Ten Commandments in that it is set in stone... Otherwise, remember that you are like a ship crossing the ocean, tacking left and right and dodging icebergs when necessary, but al-ways you move in the same general direction."
Quote: "It’s just like orienting yourself in the wilderness—it’s crucial to keep looking at the map to check your current location and to look at the way you intend to go."
Measuring Success Beyond Checklist Completion: Success is not solely measured by achieving every item on the Vivid Vision. The process itself builds team alignment, confidence, and a shared sense of purpose, which are significant outcomes.
Quote: "At the end of the day, most people will wonder, 'Well, there’s a bunch of stuff on our Vivid Vision that didn’t turn out to be true. So does that mean we’ve failed?' The answer: Absolutely not!"
Quote: "One of the purposes of the Vivid Vision is to create alignment on your team."
Applicability to Personal Life: The principles of the Vivid Vision can be applied to an individual's personal life to live more consciously and proactively. This involves envisioning the desired future self across key areas and sharing it with loved ones for support and accountability.
Quote: "Is it possible to lean out into the future and examine your personal life? The answer is yes."
Quote: "Once again, you want to describe everything you see as you look around—only now you’re looking around your home, rather than your office... Aim high."
Quote: "Your personal life is also departmentalized, if not quite as formally. These categories compose what I call the 5 F’s: Fitness, Faith, Finance, Family, and Friends."
Quote: "If you don’t share these components with people, how can they real-ly help you? How can they be sensitive to your needs?"
Family Vivid Vision: Couples can create a shared Vivid Vision for their family, aligning their goals and desired future state in areas beyond just practical or financial considerations. It's recommended that each partner write their vision separately before combining them.
Quote: "Why would you risk making the family journey without designing what you want your family life to be like?"
Quote: "If you’re raising a child or children as a couple, it’s important that you and your spouse are both on the same page... both individuals need to be involved in the writing process. But this doesn’t mean that the document is written jointly."
Examples Provided:
Cameron Herold's first Vivid Vision for BackPocket COO (2010), detailing his aspirations in areas like Overall, Success, How I Feel, Mentor Board of Advisors, Culture and Spirit, Communication, Customer Service, and My Family and Friends.
Sample Vivid Vision for BlueGrace Logistics (2017), highlighting achievements in revenue, franchise growth, company culture ("THE Place to Work"), brand, sales, and franchising.
Sample Vivid Vision for Fish Marketing (2017), covering mission, departments, new business goals, and partner relationships.
In Conclusion:
Cameron Herold's "Vivid Vision" framework provides a structured and effective method for creating a compelling future narrative. By focusing on detailed, sensory descriptions of the desired state three years out and actively sharing this vision, organizations and individuals can foster alignment, inspire action, and significantly increase their chances of achieving audacious goals. The process is presented as a critical missing piece for driving significant growth and living a more conscious and purposeful life.
RYT Podcast is a passion product of Tyler Smith, an EOS Implementer (more at IssueSolving.com). All Podcasts are derivative works created by AI from publicly available sources. Copyright 2025 All Rights Reserved.

Book: Humble Inquiry

"Humble Inquiry" introduce the concept of Humble Inquiry as both a "fine art" and a "total attitude" focused on drawing others out through genuine questions to which the inquirer does not already know the answer. The core premise is that asking, rather than telling, is a powerful way to build relationships based on curiosity, interest, openness, and trust, particularly in a cultural context that often favors "do and tell." The book contrasts Humble Inquiry with other forms of inquiry (diagnostic, confrontive, process-oriented) and emphasizes the importance of self-awareness, situational awareness, and acknowledging one's own ignorance (Here-and-now Humility) as prerequisites for effective Humble Inquiry. The authors argue that Humble Inquiry is crucial for fostering psychological safety, facilitating learning, improving problem-solving, and humanizing interactions across hierarchical and social boundaries.
Key Themes and Ideas:
Defining Humble Inquiry:
Humble Inquiry is presented as both a skill and a mindset. It's described as "the fine art of drawing someone out, of asking questions to which you do not already know the answer, of building a relationship based on curiosity and interest in another person."
Beyond mere questioning, it's a "total attitude that includes listening more deeply to how others respond to our inquiry, responding appropriately, and revealing more of ourselves in the relationship building process."
Crucially, "HUMBLE INQUIRY IS A GREAT WAY TO CONNECT TO ANOTHER PERSON, TO BUILD A RELATIONSHIP."
Asking Instead of Telling:
The book advocates for prioritizing asking over telling, especially in situations where building relationships and gaining a deeper understanding are important.
"To Boldly Tell or Humbly Inquire" is presented as a fundamental choice.
"Gratuitous telling betrays three kinds of arrogance: (1) that you think you know more than the person you’re telling, (2) that your knowledge is the correct knowledge, and (3) that you have the right to structure other people’s experience for them." This highlights the potential negative impact of unsolicited telling.
Asking, in contrast, "temporarily empower[s] the other person in the conversation and make[s] yourself vulnerable, for a time."
Building Openness and Trust:
A central tenet is that "HUMBLE INQUIRY IS ABOUT BUILDING OPENNESS AND TRUST."
Relationship building is an "iterative process" that thrives on trust.
"Humbly inquiring communicates openness, and honestly revealing builds trust." This emphasizes the interplay between the two elements.
A conversation that builds a trusting relationship (Level 2) is an "interactive process in which each party invests and gets something of value in return."
Relationship Levels and Humble Inquiry:
The authors introduce a framework of relationship levels: Level –1 (Domination/exploitation), Level 1 (Transactional/professional distance), Level 2 (Personal/openness and trust), and Level 3 (Intimacy).
Telling is most aligned with Level 1 relationships, which are based on "societal and cultural norms of etiquette, good manners, and tact."
Humble Inquiry is an invitation to move toward a Level 2 relationship.
While Humble Inquiry is essential for Level 2 relationships, the attitude can also be beneficial in transactional situations as an invitation to deeper connection.
The Humble Inquiry Attitude and Situational Awareness:
The "Humble Inquiry attitude" is described as a "mix of being helpful, building relationships, and deciphering situations."
Developing "situational awareness" is the most important "here-and-now skill" for the learner of Humble Inquiry.
Behavioral agility in what, how, when to ask, when to reveal, and when to display empathy is also crucial.
The attitude of Humble Inquiry "maximizes your curiosity and interest in others and helps to minimize bias and preconceptions about them."
Here-and-now Humility:
This is a crucial concept defined as a "particular feeling in the here-and-now situation," distinct from humility as a personality trait.
"Even the most narcissistic arrogant characters can feel humble in a situation that they cannot understand or control."
Here-and-now Humility involves recognizing one's dependence on others in a given moment.
My "Here-and-now Humility can by itself trigger a very positive and genuine curiosity and interest in you... it is precisely my temporary 'subordination' that can create psychological safety for you."
Different Forms of Inquiry:
The book differentiates Humble Inquiry from other types of inquiry used in helping relationships:
Diagnostic Inquiry: "steers the client’s thought process and conversation toward areas that the helper considers to be relevant." It focuses on a particular thing the other person is saying and directs attention. Can be perceived as an interruption or takeover if not done with the right attitude.
Confrontive Inquiry: "not only influences the direction of the conversation but adds the helper’s own ideas, concepts, or advice as part of the question." This form is rarely Humble Inquiry as the inquirer takes charge of content and process. It can arouse resistance.
Process-Oriented Inquiry: "invites the client to examine the actual helping process itself so that both helper and client can assess whether help is being delivered or not." This form focuses on the relationship and can be a powerful way to reset difficult conversations.
The authors emphasize that even diagnostic or confrontive questions can convey the Humble Inquiry attitude if the motive is genuinely helpful and trust is established.
The Culture of Do and Tell:
Modern industrial cultures often prioritize "doing" and "telling" over "asking" and "listening."
This culture is reinforced by assumptions about individualism, competition, and the value of rapid action.
"When a culture favors telling over asking, especially in a fast-moving uncertain business or professional context, it becomes increasingly difficult to achieve the deeper levels of relationship that are required for effective collaboration."
Cultural Do’s and Don’ts of Conversation:
Conversations are governed by cultural norms and rules, particularly those related to status and rank.
"In order to understand some of the inhibitors of Humble Inquiry, we should examine particularly the rules and norms pertaining to behavior between people of different statuses."
These rules can make it difficult for subordinates to speak up or for those in power to genuinely inquire across hierarchical boundaries.
What Really Goes On in a Conversation (The Johari Window):
The Johari window model (Open Self, Blind Self, Concealed Self, Unknown Self) is used to explain the complexity of communication.
"We each enter every situation or budding relationship with a culturally informed open self that will reflect our purpose for being there."
"in every conversation we also have a blind self, the signals we are sending without being aware that we are sending them, which nevertheless create the impression that others have of us." This highlights the importance of authenticity.
Authenticity and sincerity are judged by the consistency of signals from the open and blind selves.
"Gently asking about and/or revealing something that is culturally defined as personal are ways we break out of this normative dilemma" and can open the door to personizing the conversation.
What Goes On inside Your Head (The ORJI Cycle):
The ORJI (Observe, React, Judge, Intervene) cycle illustrates the internal process that influences our conversational "performances."
"We need to see how our minds constantly create biases, perceptual distortions, and inappropriate impulses."
"Practicing Humble Inquiry before we react becomes an important way of preventing unfortunate consequences."
Taking a moment to ask yourself, "How am I reacting?" before judging and acting can prevent negative outcomes.
Humble Inquiry helps minimize distortions in information intake and allows for more accurate judgment.
Developing the Attitude of Humble Inquiry (Unlearning and Relearning):
Becoming proficient in Humble Inquiry requires "unlearning old habits and learn[ing] new skills."
This involves overcoming "unlearning and new learning anxieties."
Suggestions for development include: curbing impulses to lash out, making a habit of listening before acting, trying harder to hear and understand others, slowing down, practicing mindfulness, and engaging the "improvisational artist within."
"Conversations can be treated as art... The Second City... has a very simple axiom that fits perfectly with Humble Inquiry: 'Yes, and' (instead of 'yes, but')." This encourages building on what others say.
The Importance of Sincerity:
"Can we simulate interest and get credit for caring if we do not have the attitude and the constructive motive?" The authors argue that humans are adept at detecting insincerity.
"Generally, no matter how you phrase your questions, others will sense it immediately if you are not at all interested in them."
Genuine interest is key to Humble Inquiry's effectiveness.
Key Facts/Important Ideas:
Humble Inquiry is about asking questions to which you do not already know the answer.
It's more than just questions; it's an attitude of curiosity and interest.
Humble Inquiry is fundamentally about building relationships based on openness and trust.
It's an invitation to move from transactional (Level 1) to personal (Level 2) relationships.
Here-and-now Humility, recognizing your dependence and ignorance in the moment, is essential.
Asking empowers the other person and makes the inquirer vulnerable.
Gratuitous telling is seen as a form of arrogance.
The culture of do and tell inhibits Humble Inquiry.
Understanding cultural norms, especially regarding status and deference, is important.
The Johari Window highlights the importance of the blind self and sincerity in communication.
The ORJI cycle reveals the internal processes that can hinder effective inquiry and emphasizes the need to pause and reflect before reacting.
Developing Humble Inquiry requires unlearning ingrained habits of telling and judging.
Sincerity of interest is crucial for Humble Inquiry to be effective.
Conclusion:
The excerpts from "Humble Inquiry, Second Edition" provide a compelling argument for the power and importance of shifting from a telling-focused approach to one of humble inquiry. By emphasizing genuine curiosity, the willingness to be vulnerable, and the commitment to building trust, the authors lay out a framework for more effective communication, stronger relationships, and improved outcomes in both personal and professional contexts. The book highlights the internal and external barriers to practicing Humble Inquiry and offers insights into how to develop the necessary attitude and skills through self-awareness and conscious effort.
RYT Podcast is a passion product of Tyler Smith, an EOS Implementer (more at IssueSolving.com). All Podcasts are derivative works created by AI from publicly available sources. Copyright 2025 All Rights Reserved.

Book: Organizational Culture and Leadership

RYT Podcast is a passion product of Tyler Smith, an EOS Implementer (more at IssueSolving.com). All Podcasts are derivative works created by AI from publicly available sources. Copyright 2025 All Rights Reserved.

Book: Humble Leadership

The excerpts from "Humble Leadership" introduce a paradigm shift in the understanding of leadership, moving away from focusing solely on heroic figures and prescribed traits towards an emphasis on the practice of Humble Leadership. The core concept is Situational Humility, defined as the openness to see and understand all elements of a situation by accepting uncertainty, being open to others' knowledge, and recognizing biases. This practice is fundamentally linked to the development and maintenance of different Levels of Relationship, ranging from negative (Level -1) to intimate (Level 3), with Level 2 (Whole-person relationships) being crucial for effective collaboration and organizational success in dynamic environments. The document explores how Humble Leadership, rooted in situational humility and fostered through Level 2 relationships, manifests in creating, transforming, and managing organizations, even in traditionally hierarchical settings. It also touches upon the influence of culture (artifacts, espoused values, and underlying assumptions) and the importance of adapting leadership practices to a rapidly changing future driven by technology and evolving social dynamics. Practical exercises for building relationships and understanding group decision-making are also presented.
Main Themes and Key Ideas:
Humble Leadership as a Foundational Practice:
The book argues that traditional leadership literature often focuses on lists of skills, formulas, and attributes of heroic leaders. However, "Humble Leadership emphasizes the practice of how any of these traits can help drive new and better actions."
Humble Leadership is presented not as a distinct style, but as a fundamental process that can complement and enhance various existing leadership concepts like servant leadership, adaptive leadership, or transformative leadership. "Whether a person is a 'servant leader,' a 'real' or an 'adaptive' or an 'inclusive' leader, or even a 'charismatic' or 'iconoclastic' leader, the practice of Humble Leadership can help reinforce those ideal traits and move that leader forward toward desired goals."
Situational Humility as the Core of Humble Leadership:
A specific sense of humility, termed "Situational Humility," is central to Humble Leadership. It is a developed skill characterized by:
Accepting uncertainty and remaining curious.
Being intentionally and mindfully open to what others know.
Recognizing unconscious biases.
This involves actively acknowledging "that you do not know everything you need to know," which is vital for discovering new insights and enabling others to share their knowledge.
The Importance of Relationships and "Levels of Relationship":
A Relationship is defined as "a set of mutual expectations between people, in which future behavior is based on past interactions." "We have a relationship when we can anticipate the other’s behavior to some degree."
A "good relationship" involves confidence in anticipating behavior and a shared goal, reflecting interpersonal trust.
The authors introduce a framework of Levels of Relationship to move beyond simple "good" or "bad" distinctions. These levels are culturally prescribed and influence trust and openness.
Level Minus 1 (Negative Relationships): Characterized by antipathy and can be constructive in bounded, developmental contexts like military training or rigorous academic programs, where a shared understanding of the unequal power exists as part of a process.
Level 1 (Transactional Relationships): Characterized by apathy and self-interest. Trust and openness are limited, and information may be withheld if it doesn't benefit the other party (e.g., "buyer beware" in sales). "At Level 1, apathy means indifference to the well-being of the other side." This level is problematic in work contexts where collaboration is needed.
Level 2 (Whole-person Relationships): Built on trust and "personization," where there is an interest in the whole person beyond their role. Characterized by empathy and a willingness to put aside self-interest to find mutual or collective interest. "At Level 2, empathy for the well-being of the other person is central to the process of per-sonization." This level is crucial for collaboration and information sharing.
Level 2.5: Lies between Level 2 and Level 3, incorporating some degree of compassion and intense commitment.
Level 3 (Intimate Relationships): Emotionally charged, characterized by compassion, care, and actively seeking to help and enhance each other.
Building relationships, particularly towards Level 2, is a process of mutual discovery through "small experiments in openness."
Humble Leadership in Practice: Examples and Applications:
Humble Leadership, even by formally appointed leaders who might not seem "humble" in the traditional sense, is demonstrated through situational humility and building appropriate relationships.
Co-creating Singapore: Lee Kwan Yew and colleagues, despite a strict hierarchy, fostered Level 2 relationships within the government, enabling open communication and trust. They demonstrated situational humility by seeking expert advice from the UN and foreign advisors, and learning from successful companies like Royal Dutch Shell. "Lee and his colleagues were exemplars of situational hu-mility, and they explicitly articulated a philosophy of prag-matically learning from others what would work best for Singapore."
Digital Equipment Corporation (DEC): Ken Olsen built DEC on Level 2 relationships, encouraging openness and debate among engineers. He exemplified situational humility by acknowledging his own limitations and trusting his experts. However, the failure to adapt to organizational divisions led to a deterioration of Level 2 relationships and economic decline, highlighting that "if you em-power people and grow at the same time, they may develop their own power base and begin to act competitively."
Transforming a Public Utility ("Alpha Company"): The transformation involved the CEO and board chair recognizing the need for a stronger knowledge base and building Level 2 relationships with local management and unions. "Alpha’s new chair of the board, Joan Willis...felt that Alpha had to not only mend fences with local government but also transform its image...to a socially responsible member of the community." This involved creating a dedicated environmental health and safety (EH&S) committee and seeking outside expertise.
Military Context: While seemingly contradictory to hierarchy, Humble Leadership can be present. Captain Marquet on a US Navy submarine fostered a culture of initiative and personization by changing communication patterns and greeting sailors by name, regardless of rank. An admiral demonstrated situational humility by engaging in direct dialogue with a junior sailor after an error, focusing on process improvement over blame. This illustrated that "the hierarchy is a socio-technical system."
Culture and Humble Leadership:
Organizational culture is structured in three layers: Artifacts (visible, tangible elements), Espoused Values (stated beliefs and aspirations), and Underlying Assumptions (core, non-negotiable beliefs).
Leadership, visualized as a "wave," aims to create change by navigating the existing cultural forces (represented as "wind" and "water").
Understanding and influencing culture is crucial for effective Humble Leadership.
The Future of Humble Leadership:
The future will bring increasing complexity, driven by technological advancements (e.g., AI, digital natives) and evolving social trends ("meta culture").
"Sharpening our situational humility" is necessary to perceive emerging cultural trends.
The ability to assimilate information and adapt will become even more critical, favoring those open to learning and collaboration.
An "individualistic, competitive, destiny-is-in-my-hands-alone mindset" will be limiting. The most effective leadership will operate within a "we together" cooperation framework.
Continually "testing goal consensus" within groups and across cultural boundaries will be essential in a globally connected world.
Key Facts and Concepts Introduced:
Situational Humility: A core concept and developed skill involving openness to uncertainty, openness to others' knowledge, and recognizing biases.
Relationships: Defined by mutual expectations and based on past interactions, leading to interpersonal trust.
Levels of Relationship: A framework for categorizing the nature of relationships (Level -1, 1, 2, 2.5, 3), with Level 2 being particularly important for collaborative work.
Personization: The process of engaging with others as whole people beyond their roles, central to building Level 2 relationships.
Culture: A three-layer structure of artifacts, espoused values, and underlying assumptions that influence organizational behavior and leadership.
Culture Scenario Planning/Meta Culture: The process of anticipating future cultural trends and their impact.
"We together" Mindset: The idea that effective future leadership will prioritize collaboration over individual heroism.
Relationship Mapping: A tool for visualizing and analyzing current work relationships and planning for future relationship development.
Consensus Testing: A group decision-making process aiming for everyone to agree to support and implement a decision, even if they personally disagree.
Important Quotes:
"Consider Humble Leadership as a fundamental process that underlies and can complement various notions of leadership described as “servant leadership” or as “adap-tive,” “boundary-spanning,” “learning,” “inclusive,” “trans-actional,” “transformative,” and so on."
"A very specific sense of the word humility is at the core of Humble Leadership. Situational humility is a developed skill characterized by the openness to see and understand all the elements of a situation..."
"Rather than approaching a situation girded with only the data you are already comfortable with, it is important to embrace the fact that you do not know everything you need to know..."
"A relationship is a set of mutual expectations between peo-ple, in which future behavior is based on past interactions."
"At Level 1, apathy means indifference to the well-being of the other side."
"At Level 2, empathy for the well-being of the other person is central to the process of per-sonization."
"Even if a situation doesn’t require Level 3 intimacy, we should here recognize a Level 2.5, which goes beyond Level 2’s openness and trust and includes some degree of Level 3’s compassion and intense commitment."
"At Level Minus 1, antipathy means that the dominant party may actively seek to harm the dominated party...At Level 1, apathy means indifference...At Level 2, empathy...At Level 3, compassion..."
"Lee and his colleagues were exemplars of situational hu-mility, and they explicitly articulated a philosophy of prag-matically learning from others what would work best for Singapore. They knew what they did not know, and they were not afraid to ask for help."
"At the same time, the story illustrates that if you em-power people and grow at the same time, they may develop their own power base and begin to act competitively when they realize they are no longer “just smart” but also lead-ers of their own mini-organizations, which they then might prioritize over the common goal."
"Alpha’s new chair of the board, Joan Willis...felt that Alpha had to not only mend fences with local government but also transform its image...to a socially responsible member of the community."
"The change program began with Willis and the CEO rec-ognizing that they needed a much more powerful knowl-edge base, particularly around the environmental issues."
"Let us look at another change Marquet implemented, this one related to creating personized relationships among his crew. His goal was to instill pride in his sailors, and one way of doing that was to acknowledge them as people, not roles."
"At Level Minus 1, antipathy means that the dominant party may actively seek to harm the dominated party in order to reinforce the unequal relationship. At Level 1, apathy means indifference to the well-being of the other side...At Level 2, empathy for the well-being of the other person is central...And at Level 3, compassion..."
"Let us start by looking at the first two terms and how they relate to each other. A company’s buildings...comprise the artifacts of any given culture. They are the things you can physi-cally see, hear, and feel in the workplace. What insiders say about their company represents the espoused values..."
"Culture scenario planning may sound like a difficult process: it is, in essence, trying to predict something vague and elusive. We can only offer science fiction writer William Gibson’s implied words of encouragement: “The future is already here—it’s just not evenly distributed”..."
"In group dynamics and meeting management training, this is described as “frequently testing goal consensus.” It must become an important Level 2 process in any work-group for someone to inquire, “Let’s check on whether we are all on the same page: what are we trying to do?”"
"An individualistic, competitive, destiny-is-in-my-hands-alone mindset limits a leader’s ability to handle uncertainty and volatility..."
"When everyone has agreed that they could support and implement the decision even if they personally continue to disagree, then consensus has been reached. There is no return to voting."
"One important thing to note: It may be tempting to in-clude circles for functions, divisions, or roles that you in-teract with...the pri-mary intent of this exercise is to focus on the relationships with particular people. This work is about people, not their roles..."
"Level 2 Whole-person relationships: built on trust and personization, as seen in friendships and in effec-tive, collaborative teams"
"Try to become mindful of unconscious biases within you toward the other person."
"Acknowledge your ignorance; you may actually know nothing about the other person."
"Mobilize your curiosity about that person."
"I am curious about you."
"I want to know your story."
"I want to get to know you as a whole person as quickly as possible."
"I want to be able to “see” you, that is, to understand you and develop empathy for your situation."
"I do not want to judge you."
"I do not want to diagnose you or figure you out."
"I do not want to test you."
"Most of us already know how to personize in our social and personal activities. You have the skills, but because you may never have consciously used them in the work setting, you may have to spend some time thinking about what they are, practicing them, and honing them for this new goal that you have set for yourself."
Conclusion:
These excerpts from "Humble Leadership" provide a compelling argument for shifting the focus of leadership development towards the cultivation of situational humility and the intentional building of strong, collaborative relationships. The framework of Levels of Relationship offers a practical lens for understanding and improving interpersonal dynamics within organizations. The examples provided illustrate how Humble Leadership is not confined to specific personalities or contexts but is a vital practice for navigating complexity, fostering innovation, and achieving sustainable success in the face of evolving challenges. The emphasis on understanding and adapting to cultural dynamics, along with the recognition of the increasing need for a "we together" mindset in the future, highlights the forward-looking nature of this approach to leadership.
RYT Podcast is a passion product of Tyler Smith, an EOS Implementer (more at IssueSolving.com). All Podcasts are derivative works created by AI from publicly available sources. Copyright 2025 All Rights Reserved.

Book: Process Consultation

This document provides a briefing on the core concepts, methods, and principles of process consultation (P-C) and its role in organizational development (OD), based on excerpts from "214214-Process Consultation its Role In Or - Unknown.pdf". Process consultation is presented as a specialized form of consultation that focuses on the interpersonal and group processes within an organization as a key to improving overall effectiveness.
Main Themes and Most Important Ideas:
The document emphasizes that process consultation is a fundamental activity within OD, focusing on the "how" of interaction rather than the "what" of content. A central tenet is that the consultant helps the client diagnose and address their own process issues, rather than providing expert solutions to technical problems. This approach is rooted in the belief that organizations need to develop their own capacity for self-diagnosis and adaptation in a changing environment.
Key Concepts:
Process Consultation (P-C): A special kind of consultation focusing on interpersonal and group events within an organization to build readiness for, conduct training as part of, and work with key individuals in OD programs. It is distinct from providing expert information or solving technical problems.
Organizational Development (OD): A planned, organization-wide program that utilizes various activities, including process consultation, to improve effectiveness.
Shared Diagnosis: A core principle where the consultant collaborates with the client (individual manager or group) in formulating the diagnosis of process issues. This ensures the client's ownership and readiness to address the problem.
Observables as Clues: The consultant focuses on observable behavior (who talks, who talks to whom, who interrupts, communication style) as clues to underlying dynamics and self-perceptions within a group.
Filtering in Communication: Recognizing that both sender and receiver utilize filters (self-image, image of others, definition of the situation, motives/feelings, expectations) that can distort communication and lead to misunderstandings.
Self-Fulfilling Prophecies: Understanding how initial expectations and communication styles can create circular processes that confirm stereotypes and limit individual contributions within a group.
Functional Roles of Group Members: Analyzing individual behavior in groups through the lens of self-oriented behavior (driven by issues of identity, control, needs/goals, acceptance/intimacy), task functions (getting the job done), and group-maintenance functions (keeping the group in good working order).
Group Problem-Solving Stages: A model of problem-solving involving two cycles: Cycle 1 (problem formulation, generating proposals, forecasting consequences) and Cycle 2 (action planning, action steps, evaluation of outcomes). The most difficult stage is often the initial problem definition.
Group Decision-Making Methods: Various methods are discussed (Lack of Response, Authority Rule, Minority Rule, Majority Rule, Consensus), each with its own consequences for group operation and implementation. The importance lies in the group understanding these consequences and choosing the appropriate method.
Group Norms: Unspoken assumptions or expectations that significantly influence member behavior and feelings. Norms often form around critical incidents and can be explicit or implicit.
Criteria for Group Growth: Dimensions along which a group can assess its maturity and development, including dealing realistically with the environment, agreement on goals/values, self-knowledge, optimal use of resources, learning from experience, and integration of internal processes.
Leadership and Authority: Analyzing leadership styles based on underlying assumptions about people (Rational-Economic, Social Man, Self-Actualizing Man, Complex Man). Effective leadership requires accurate diagnosis and flexibility in choosing a style appropriate to the situation.
Stages of Process Consultation: A cyclical model outlining the phases of a P-C engagement (Initial Contact, Defining the Relationship, Selecting Setting/Method, Data Gathering/Diagnosis, Intervention, Reducing Involvement, Termination). These stages often overlap and interact.
Formal and Psychological Contracts: Recognizing the importance of both explicit agreements (fees, time commitment) and implicit expectations and assumptions in the consultant-client relationship. Open discussion of the psychological contract is crucial to avoid traps and disappointment.
Key Facts and Ideas with Supporting Quotes:
Focus of Process Consultation: "In focusing upon process consultation I will be looking at one of the key activities which goes on at the beginning of (and throughout) any OD effort." and "OD is a planned organization-wide kind of program, but its component parts are usually activities which the consultant carries out with individuals or small groups."
Consultant's Role - Not an Expert Solver: The consultant "helps the group by gathering data, but when and how he uses these data will depend very much on his judgment of how ready the group is to look at its own process." and "The key assumption always is that the group or the individual manager who is the client must collaborate in formulating the diagnosis. Therefore nothing is gained by a premature feedback of data which will be either ignored or resisted."
Importance of Observable Behavior: "What we need to underline again is that the overt surface behavior provides the clues as to what is going on between the people beneath the surface. Such clues not only help the process consultant understand what is going on, but are a visible manifestation to the members themselves."
Communication Filters and Distortion: "Given all the various filters described, it is not surprising that the communication process between people is fraught with so much difficulty."
Impact of Expectations (Self-Fulfilling Prophecies): "If expectations are strong on the part of both the sender and the receiver, it is possible for each to interpret the cues from the other in such a way that both confirm their stereotypes and thus 'lock' each other into roles from which it is difficult to escape."
Problem Definition is Crucial: "...by all odds the most difficult step in this process is the first one—defining the problem." Symptoms are not the problem: "...it should be noted that none of the things mentioned are really the problems to be worked on—rather they are the symptoms to be removed."
Premature Evaluation Hinders Idea Generation: "...premature evaluation can undermine and cut off good idea production."
Consequences of Decision-Making Methods: "Each has its use at the appropriate time, and each method has certain consequences for future group operations. The important point is for the group to understand these consequences well enough to be able to choose a decision-making method which will be appropriate..."
Norms as Powerful Controls: "Norms are powerful controls on our behavior. If they are violated, members are rebuked, punished in subtle ways, and ultimately ostracized or expelled from the group."
Criteria for Assessing P-C Results - Value Change and Skill Growth: The consultant "attempts to change the manager’s attitudes and values in the direction of more concern for human problems, more concern for process issues, more concern for long-run effectiveness, and more concern for the diagnostic process itself as a way of achieving organizational adaptability." And, "the most important skill to be imparted to the client is the ability to diagnose and work on his own problems in the interpersonal, group, and organizational area."
Psychological Contract is Perpetual: "Some stages, like defining the psychological contract, are perpetual in the sense that they are constantly being reviewed and revised."
Consultant Not a Management Expert: "...he should be very careful not to confuse being an expert on how to help an organization to learn with being an expert on the actual management problems which the organization is trying to solve."
This briefing highlights the essential elements of process consultation as presented in the provided excerpts, emphasizing its focus on understanding and improving the dynamics of human interaction within organizations to drive change and enhance effectiveness.
RYT Podcast is a passion product of Tyler Smith, an EOS Implementer (more at IssueSolving.com). All Podcasts are derivative works created by AI from publicly available sources. Copyright 2025 All Rights Reserved.

Book: 33 Strategies of War

The 33 Strategies of War. The text draws heavily on historical and philosophical examples to illustrate its core principles, emphasizing the strategic nature of conflict and the importance of self-mastery, adaptability, and understanding human psychology in achieving desired outcomes.
Main Themes and Key Concepts:
1. The Strategic Nature of Life and Conflict:
The central premise is that life itself is an "endless battle and conflict," and that achieving any goal requires a strategic approach. Strategy is defined as a "series of lines and arrows aimed at a goal," whether that be attacking a problem or overcoming an enemy. The act of pursuing any value, even seemingly peaceful ones, necessitates a willingness to "fight for it and to aim at results." Gandhi's elevation of nonviolence is cited as an example of this, as he viewed it as a "new way of waging war," demanding strategic thought and planning.
Key Quotes:
"Life is endless battle and conflict, and you cannot fight effectively unless you can identify your enemies."
"To promote any value, even peace and pacifism, you must be willing to fight for it and to aim at results—not simply the good, warm feeling that expressing such ideas might bring you. The moment you aim for results, you are in the realm of strategy."
2. Self-Directed Warfare: Mastering the Mind:
Before engaging in external conflict, the individual must first wage war on themselves. The mind is presented as the "starting point of all war and all strategy." A mind clouded by emotion, rooted in the past, or lacking clarity will inevitably fail strategically. The initial steps to becoming a true strategist involve recognizing the mind's weaknesses, declaring internal war for personal progress, and applying strategies to combat internal "enemies." This concept is supported by philosophical insights from The Bhagavad Gita and Jiddu Krishnamurti, emphasizing awareness and fluid adaptation.
Key Quotes:
"Before directing these arrows at your enemies, however, you must first direct them at yourself."
"Your mind is the starting point of all war and all strategy."
"The self is the friend of a man who masters himself through the self, but for a man without self-mastery, the self is like an enemy at war." - The Bhagavad Gita
3. Declaring War on Enemies (Polarity Strategy):
Identifying and inwardly declaring war on one's enemies is presented as a means of gaining purpose and direction. Enemies help define one's identity by providing something to react against. The feeling of "us against the world" can be a powerful motivator, as seen in the example of baseball player Ted Williams. This strategy involves smoking out enemies and recognizing the signs of hostility.
Key Quotes:
"Declare war on your enemies: the polarity strategy."
"To be able to be an enemy, to be an enemy—that presupposes a strong nature, it is in any event a condition of every strong nature." - Friedrich Nietzsche
"Enemies also give you a standard by which to judge yourself, both personally and socially."
4. Avoiding the Last War (Guerrilla-War-of-the-Mind Strategy):
The past is seen as a burden that prevents effective action in the present. It is crucial to consciously wage war against past methods and reactions, forcing oneself to respond to the current moment with fluidity and mobility. This involves ruthlessness with oneself and avoiding static lines of defense in one's thinking. Historical figures like Miyamoto Musashi and military leaders like Ulysses S. Grant are cited for their ability to adapt and avoid rigid adherence to past models.
Key Quotes:
"Do not fight the last war: the guerrilla-war-of-the-mind strategy."
"What most often weighs you down and brings you misery is the past. You must consciously wage war against the past and force yourself to react to the present moment."
"If men make war in slavish observance to rules, they will fail. . . . War is progressive." - Ulysses S. Grant
5. Cultivating Presence of Mind and Intuition:
Effective strategic thinking requires the ability to think and react in the moment, free from emotional distractions or overthinking. This involves cultivating "presence of mind" and trusting intuitive feel (Fingerspitzengefühl). Preparation is key to remaining calm and ready for setbacks, allowing for swift and adaptable responses. The example of Fujiwara no Yasumasa, who remained unperturbed by a robber, and Alfred Hitchcock's meticulous planning illustrate this concept.
Key Quotes:
"Think of yourself as always about to go into battle. Everything depends on your frame of mind and on how you look at the world."
"It can be valuable to analyze what went wrong in the past, but it is far more important to develop the capacity to think in the moment."
"Deep knowledge of the terrain will let you process information faster than your enemy, a tremendous advantage. Getting a feel for the spirit of men and material... will help to put you in a different frame of mind, less conscious and forced, more unconscious and intuitive."
6. Creating a Sense of Urgency (Psychological Death Ground):
Inducing a psychological state of urgency, as if every action is a "last battle," can unlock hidden power and determination. This involves confronting the inevitability of death and focusing attention on the limited time available. Practical actions to achieve this include staking everything on a single throw and making it "you against the world." This concept is supported by philosophical texts like Hagakure and the teachings of Don Juan.
Key Quotes:
"Be absolute for death; either death or life Shall thereby be the sweeter." - William Shakespeare
"Let each of your acts be your last battle on earth. Only under those conditions will your acts have their rightful power." - Carlos Castaneda
7. The Importance of Leadership and Motivation:
Effective leadership is crucial for uniting and motivating forces. Leaders must inspire confidence and devotion, sometimes through indirect means. Understanding the "morale of combat" and the psychology of soldiers, as exemplified by Hannibal, is essential. Leaders should aim to capture the hearts and minds of their followers, not just rely on words. The ability to communicate indirectly and empower subordinates, as seen in George Marshall's leadership style, is also highlighted.
Key Quotes:
"In war it is not men, but the man, that counts." - Napoleon Bonaparte
"Hannibal was the greatest general of antiquity by reason of his admirable comprehension of the morale of combat, of the morale of the soldier, whether his own or the enemy’s." - Colonel Charles Ardant Du Picq
"Instead of trying to persuade the troops of his confidence, Hannibal showed it to them."
8. Attacking Weaknesses and Vulnerabilities:
Identifying and exploiting the enemy's weaknesses (their Achilles' heel) is a key strategic principle. This involves understanding their psychology, internal conflicts, and critical vulnerabilities. The example of Scipio Africanus, who targeted Hannibal's pillars of support rather than his army directly, illustrates this. The text also suggests turning the opponent's strength against them, a concept rooted in the principle of bilateral application found in Japanese bujutsu.
Key Quotes:
"By carefully calibrating strengths and weaknesses, you can bring down your Goliath with a slingshot."
"Scipio Africanus simply saw differently. At every turn he looked not at the enemy army, nor even at its leader, but at the pillar of support on which it stood—its critical vulnerability."
"make use of his attack by turning it on to himself. Then, his sword meant to kill you becomes your own and the weapon will fall on the opponent himself." - Takuan (on Japanese bujutsu)
9. The Power of Deception and Maneuver:
Effective strategy often involves deception, misdirection, and unexpected maneuvers. This includes creating mirages of strength (Mussolini), using ploys and feints to confuse the enemy (Churchill), and luring opponents into unfavorable positions (Hannibal). The principle of attacking the "joints" or vulnerabilities of the enemy's organization is also discussed.
Key Quotes:
"The results of suasion that those images evoked were very real: Britain and France were both successfully dissuaded from interfering with Italy’s conquest of Ethiopia..." (referring to Mussolini's use of staged military power)
"Knowing how to end. Masters of the first rank are recognized by the fact that in matters great and small they know how to find an end perfectly..." - Friedrich Nietzsche (regarding strategic endings)
10. Positioning and Flexibility (Shih and Auftragstaktik):
True strategy is not about rigidly following a predefined plan but about positioning oneself to have more options than the enemy. Sun-tzu's concept of "shih" (potential force) and the German military's "Auftragstaktik" (mission tactics) exemplify this. Flexibility, adaptability, and the ability to act without awaiting specific orders are crucial for exploiting opportunities and responding to changing circumstances.
Key Quotes:
"the essence of strategy is not to carry out a brilliant plan that proceeds in steps; it is to put yourself in situations where you have more options than the enemy does."
"Sun-tzu expressed this idea differently: what you aim for in strategy, he said, is shih, a position of potential force..."
"A favorable situation will never be exploited if commanders wait for orders. The highest commander and the youngest soldier must always be conscious of the fact that omission and inactivity are worse than resorting to the wrong expedient.” - Moltke (on Auftragstaktik)
11. Managing People and Alliances:
Human relationships, even those seemingly based on friendship or assistance, are often driven by self-interest. Strategic alliances should be formed based on practical needs and interests, not emotional attachments. The story of Jin attacking Hu and Yu illustrates how alliances can be manipulated for strategic gain. Understanding and exploiting the psychology of others, as seen in the analysis of patient-analyst dynamics, can also be a strategic tool.
Key Quotes:
"We humans are selfish by nature. Our first thoughts in any situation revolve around our own interests: How will this affect me? How will it help me?"
"The art of forming alliances depends on your ability to separate friendship from need."
"Inevitably a patient entering analysis begins to use ploys which have placed him one-up in previous relationships..."
12. Taking Small Bites (Fait Accompli Strategy):
Achieving large ambitions can provoke resentment and resistance. A more subtle approach involves taking "small bites" and gradually accumulating power or territory. This strategy relies on people's short attention spans and the ability to present actions as faits accomplis, often under the guise of self-defense. Frederick the Great's annexation of Silesia is presented as an example of this.
Key Quotes:
"If you seem too ambitious, you stir up resentment in other people; overt power grabs and sharp rises to the top are dangerous..."
"Often the best solution is to take small bites, swallow little territories, playing upon people’s relatively short attention spans."
13. Reading and Understanding the Opponent's Mind:
A critical strategic skill is the ability to read and understand the opponent's thoughts, intentions, and state of mind. This involves observing their patterns, collecting information, and being attentive to subtle cues, particularly in their eyes. Examples of this include the Shinkage school of swordsmanship, Prince Metternich's ability to read others, and Ted Williams's study of baseball pitchers.
Key Quotes:
"In all the martial arts... a man’s postures or moves are based on the movements of his [invisible] mind." - Makoto Sugawara (on swordsmanship)
"In my opinion, there are two kinds of eyes: one kind simply looks at things and the other sees through things to perceive their inner nature." - Miyamoto Musashi
"The power taught by the Shinkage school... was the ability to let go of one’s ego, to submerge oneself temporarily in the other person’s mind."
14. The Power of the Unexpected and Unconventional:
Surprising the enemy with unexpected actions is a powerful strategic tool. By acting in ways they cannot foresee, one can create confusion and reduce resistance. This involves understanding the "line of least expectation" and sometimes doing the opposite of what is anticipated. The success of the blitzkrieg is partially attributed to the Allies' inability to adjust to its speed and novelty. The character of the Heyoka in Native American traditions is presented as an archetype of the unpredictable and unsettling.
Key Quotes:
"The shock terrifies for a hundred miles..." - The I Ching (on the power of shock)
"The success of the blitzkrieg was largely due to the Allies’ static, rigid defense..."
"The line of least expectation is the line of least resistance; people cannot defend themselves against what they cannot foresee."
Overall Impression:
The excerpts from The 33 Strategies of War present a pragmatic and often Machiavellian view of human interaction and conflict. The text draws upon a wide range of historical and philosophical sources to argue that strategic thinking, self-mastery, and a deep understanding of human psychology are essential for navigating the challenges of life and achieving one's goals. The emphasis on identifying and overcoming enemies, both internal and external, underscores the book's core message that a warlike mindset, even when applied to nonviolent pursuits, is key to effective action. The document highlights the importance of adaptability, flexibility, and the strategic use of deception and maneuver, while also acknowledging the critical role of leadership and the ability to inspire and manage others.
RYT Podcast is a passion product of Tyler Smith, an EOS Implementer (more at IssueSolving.com). All Podcasts are derivative works created by AI from publicly available sources. Copyright 2025 All Rights Reserved.

Book: AI Driven Leader

This document provides a summary of the main themes, important ideas, and key facts presented in the provided excerpts, focusing on how AI is transforming leadership and decision-making.
Main Themes:
The Emergence of the AI-Driven Leader: The central concept is that in the current era of rapid technological advancement, particularly with the rise of AI, leadership needs to evolve. Leaders must embrace AI not just as a tool but as a strategic partner to make faster, smarter, and more effective decisions.
Strategic Decision-Making with AI: A significant portion of the text focuses on integrating AI into the strategic decision-making process. This includes using AI for filtering information, challenging biases, identifying growth strategies, scenario planning, evaluating risks, and aligning short-term actions with long-term goals.
The Importance of Asking Great Questions: The author emphasizes that mastering the skill of asking insightful questions is crucial for effective leadership, especially in the AI era. AI can be a valuable tool in formulating and exploring these questions.
Execution and Prioritization: The excerpts highlight the challenge of translating strategic plans into tangible results and the importance of focused execution. AI can assist in breaking down strategic plans into actionable milestones, managing calendars, and prioritizing tasks.
Overcoming Limitations and Expanding Potential: The text addresses common challenges faced by leaders, such as information overload, limited perspective, reluctance to delegate, and the tendency to "play small" with goals. AI is presented as a solution to overcome these limitations and enable leaders to think bigger and achieve greater impact.
The Power of "Thinking Leverage": The author advocates for empowering teams by encouraging them to think critically and solve problems themselves, rather than relying solely on the leader for answers. AI can facilitate this by acting as a "Thought Partner" and prompting deeper analysis.
Identity and Becoming: A more philosophical theme explored is the idea of personal growth and "becoming." The author suggests that embracing AI and strategic thinking can lead to a shift in identity as a leader, moving from simply "doing" to strategically "becoming."
Most Important Ideas and Facts:
The Blockbuster vs. Netflix Analogy: The excerpt opens with the stark example of Blockbuster's failure to acquire Netflix for a small fraction of its revenue, illustrating the critical consequences of poor strategic decisions and a lack of foresight in the face of disruptive change. This sets the stage for the need for faster, smarter decision-making.
AI as a "Thought Partner™": A key concept introduced is the idea of using AI as a "Thought Partner™" to challenge biases, assumptions, and strategic plans. Prompts are provided as examples of how to interact with AI in this capacity. "Simply asking AI to challenge your biases or identify new growth strategies can yield fresh perspectives, drive diverse decision-making, and improve overall strategy."
Geoff Woods' Personal Journey with AI: The author shares his own experiences, including his strategic pivot at The ONE Thing resulting in 500% revenue growth and his role at Jindal Steel & Power where the company's market cap grew significantly. His discovery of AI during his time at JSP marked a turning point, leading him to focus on mastering AI for greater impact. "It was on one of my quarterly trips to India that I first discovered AI. This marked the beginning of my next career evolution."
Defining AI Operation (Input → Processing → Output → Learning): The basic functioning of AI is explained in a straightforward manner. "AI operates through a straightforward process: Input → Processing → Output → Learning."
Focus on Large Language Models (LLMs): The book focuses on the practical application of LLMs (like ChatGPT, Claude, Gemini, Perplexity) for strategic thinking and decision-making, referring to these models when discussing the use of "AI" in the book.
Three Essential AI Personas: The author identifies three key ways to leverage AI by assigning it a persona: The Thought Partner, The Interviewer, and The Challenger.
The Thought Partner: Helps in exploring ideas and thinking through complex situations.
The Interviewer: Gathers information by asking questions, acting as a helpful conversational tool. "I want you to act as the Interviewer by asking me one question at a time to (describe what you want AI to learn from you)."
The Challenger: Acts as a devil's advocate, scrutinizing plans and identifying potential weaknesses and risks.
Importance of Context and Persona Assignment when Using AI: To get the best results from AI, leaders must provide context and assign a relevant persona. This allows AI to better understand the situation and tailor its responses. "To fully harness the power of AI, give it the necessary context so it can put itself in your shoes and go to work for you." and "You can ask it to act as a board member, a CEO, a CFO, a marketing expert, an executive coach, or someone with deep expertise in (describe the subject you want it to be an expert on)."
The Strategic Decision-Making Framework: A seven-step framework is outlined: Clarify the Objective, Map Stakeholders, Gather and Analyze Information, Identify Solutions and Alternatives, Evaluate Risks, Decide and Plan Implementation, and Deliver Results. AI can assist in several of these steps, particularly gathering information, identifying stakeholders, and evaluating risks.
Stakeholder Mapping with AI: AI can facilitate the process of identifying and understanding stakeholders by asking clarifying questions and analyzing their potential perspectives and concerns.
Evaluating Risks with AI: AI can act as an expert in identifying risks and prompting consideration of second-order consequences that might be overlooked. "I want you to act as an expert in identifying risk by asking me one question at a time to help me see the second-order consequences of these solutions."
The Purpose of a Goal is to Become: The author challenges the traditional view of goals solely as results to be achieved, arguing that their true purpose is to guide personal and organizational growth. "The true purpose of a goal is to act as a compass, guiding you toward who you can become. Don’t base your goals on what you think you can do. Instead, think big and launch yourself onto a completely new trajectory."
The "Plan to Fail" Without Buffer: The example of the power company aiming for a significant increase in free cash flow highlights that plans based solely on ideal conditions are often "plans to fail" because they don't account for unforeseen challenges.
Focused Execution through Monthly Milestones and Calendar Blocking: The excerpts emphasize the importance of breaking down strategic plans into 30-day milestones and actively blocking time in calendars to ensure execution of priorities. "When you finalize your strategic plan or come out of a quarterly strategy review, invest the time to clarify the specific progress that needs to be made for each item on the plan in the next thirty days."
"Standards without consequences are merely suggestions.": This quote underscores the need for accountability in leadership and within teams.
Empowering Teams by Teaching them How to Think: Leaders should encourage team members to solve problems and think critically, rather than always providing the answers. Asking "What do you think you should do?" is a powerful technique.
The 20% that Drives 80%: The concept of identifying the critical 20% of activities, for individuals and the business, that drive 80% of the results is presented as a way to prioritize and focus effort.
Prioritization is Key to Strategic Thinking Time: The author argues that a lack of time for strategic thinking is often a prioritization issue. Leaders must intentionally schedule and protect time for this crucial activity.
This briefing document summarizes the core messages of the provided excerpts, emphasizing the transformative potential of AI for leaders and the practical strategies for integrating it into strategic thinking, decision-making, and execution.
RYT Podcast is a passion product of Tyler Smith, an EOS Implementer (more at IssueSolving.com). All Podcasts are derivative works created by AI from publicly available sources. Copyright 2025 All Rights Reserved.