by Jim Schleckser | Apr 26, 2026 | Management
Why well-meaning managers can drive top performers out the door A troubling dynamic exists in many companies, often hiding in plain sight. On one hand, there’s a high-performing employee who is intelligent, self-motivated, and able to take an assignment and run...
by Jim Schleckser | Apr 19, 2026 | Talent
How leaders risk becoming the bottleneck in their own business It’s surprising how often confident, successful CEOs fall into one of the most damaging leadership traps: hiring “B” players instead of the A-level talent their organizations truly need....
by Jim Schleckser | Apr 11, 2026 | Leadership
Why the Thing You’re Best At Might Be Costing Your Company the Most When you start a company, or join one in its early days, you’re often the best at something: sales, product, marketing, or engineering. You bring a superpower to the table. It’s how...
by Jim Schleckser | Apr 5, 2026 | Leadership
Why Outside Expert Advice Might Be Weakening Your Organization Consultants are like caffeine for a company—energizing, sometimes necessary, and best used in moderation. But over time, what starts as a tactical boost can quietly become a strategic trap. One of the...
by Jim Schleckser | Mar 27, 2026 | Advisory Groups, Management
Many CEOs want accountability, and the right peers can succeed where boards often fail. One of the quiet myths of leadership is that CEOs are inherently accountable. From the outside, it seems obvious: CEOs report to boards, and boards ensure performance....
