One of the biggest mistakes a new executive can make is walking into a company believing they were hired to fix everything they see immediately. I know because I've made that mistake. I entered a company with experience, confidence, and a pretty clear idea of what I believed needed to change. I saw opportunities almost immediately. Processes needed improvement. Accountability needed to increase. Certain parts of the organization needed structure, direction, and stronger leade

One of the hardest things to learn as you move up in leadership is knowing when to push back and when to stop pushing and execute. Good executives should challenge decisions. If you see a problem, say something. If the numbers don’t make sense, bring the numbers. If the customer is going to hate it, explain why. If operations can't support it, speak up. If sales are seeing something in the market that the rest of the company is missing, bring it to the table. That is part of

Ohhhh... that sales manager is upset! Before a company spends months recruiting an outside executive, manager, or department head, leadership should ask one important question: Have we seriously evaluated the people already on our team? Too often, companies immediately begin an external search when a leadership position opens. They hire recruiters, write job descriptions, interview candidates, negotiate compensation packages, and bring in someone who may know the industry, bu

I love Crazy Cartoons! For decades, companies have used college degrees as a shortcut for determining whether someone is qualified. Bachelor's degree required. Master's degree preferred. But here's the problem: a four-year degree doesn't automatically make someone more qualified to lead a team, sell a product, build a business, manage an operation, market to a customer/consumer, or understand a customer. In many cases, requiring a degree may actually eliminate some of the bes

The word leadership has been overused to the point where it's often confused with simply holding a management title. In many organizations, the person with the most authority is automatically labeled the leader. But leadership has very little to do with a title and everything to do with creating an environment where people can perform at their best. One conversation has stayed with me throughout my career. A CEO once told me, "You need to do more of the work because your empl

Your Marketing Isn't Broken... Your Commercial Trust Is. Marketing has changed more in the last decade than at any other time in modern business. Consumers have more information, more choices, and more skepticism than ever before. They can compare products in seconds, read reviews from thousands of strangers, and verify your claims before your salesperson even has the opportunity to introduce themselves. This shift has created a new reality for every business. Marketing is no

Every business relies on something larger than itself. Whether you're in the off-road, overlanding, powersports, automotive, outdoor recreation, or hiking industries, your success is directly connected to the health of the communities, public lands, advocacy organizations, and industry groups that make our lifestyle possible. Too often, businesses view charitable giving as a marketing expense or an annual obligation. In reality, supporting local charities and industry nonprof

HR is the heart of your company. Human Resources departments play one of the most critical roles in any organization. They are often the first point of contact for future employees and serve as the bridge between leadership, hiring managers, and potential candidates. When HR is functioning at its highest level, it doesn't just fill positions, it helps build stronger teams, improve company culture, and contribute directly to business success. But as hiring becomes more competi

Are automakers or consumers at fault? Recent headlines have focused on one alarming statistic: average new vehicle payments have climbed to record highs, now approaching $770–$780 per month, with a growing percentage of buyers taking on payments exceeding $1,000. The conclusion many articles draw is simple: the automotive industry has become unaffordable, and consumers are trapped in a dangerous cycle of debt. While there is certainly truth behind the affordability concerns,

Has this happened to you? Every company talks about culture. Mission statements are written. Core values are posted on walls. Leadership teams discuss employee engagement scores and retention strategies. Yet despite these efforts, many organizations fail to recognize one of the fastest ways to destroy culture: Different rules for different people. Employees notice everything. They notice when specific employees are allowed to violate company policies without consequence, for

Most leaders still think fun at work is a distraction. The data says it’s actually a performance strategy. For decades, many old-school leaders viewed the workplace through a very rigid lens: work is for productivity, seriousness, and discipline. In their minds, laughter often signaled distraction. If employees were joking, smiling, or enjoying themselves, some leaders assumed they weren't focused on the job. The belief was simple: serious work requires serious people. While

@Stew Darling posted this last week, and I had to expand on it from my opinion. One of the more uncomfortable truths in leadership is this: what many leaders call loyalty is often something else entirely. The phrase, “Loyalty is often fear, wearing a nicer jacket,” challenges a deeply rooted assumption in business. It forces CEOs, executives, and managers to ask an uncomfortable question: Are people truly loyal to your company, your leadership, and your vision… or are they s