This is for the leaders who were too busy to notice

Quote about quotes
Photo: Not 100 days ago, yesterday, June 7, 2016, from LinkedIn.


Photo from yesterday. Post from 100 days ago…

This is for the leaders (including me) who were too busy to notice.

Knowing that my self-imposed deadline for death living is exactly three years from June 8, i will have to balance patience with a termination point.

No easy task.

Living with a deadline creates a profoundly deep sense of self-reflection.

This illuminates the perceived need for cathartic behaviors. Otherwise we are faced with the reality of living dying with regret.

There is no manual for the exact way to proceed.

(And because there is no guide, this is why society, in general, waits and does nothing with their big, bold, humble dreams.)

So i may say and do some things that with more time, might not feel necessary (like this post). But i don’t have the luxury of waiting to find out.




On April Fool’s Day 2009, jeff noel began writing five daily, differently-themed blogs (on five different sites). It was to be a 100-day self-imposed “writer’s bootcamp”, in preparation for writing his first book. He hasn’t missed a single day since.

This website is about our career health. To leave this site to read today’s post on my home health website, click here.


Hugged Your Employees Lately?

Group Hug
Group Hug

Ever been an employee on the front line most of, or all your life?

Leaders, do you have any idea what it’s like to spend your career working for people like you?

Your employees complain about you as much as you complain about them being high-maintenance, needy, and whiney. It’s simply a fact of life and any amount of denial is ignorant.

Most leaders are good at never letting their employees see or hear this. And employees are good at keeping their secrets too.

Quite amusing actually, because neither one thinks the other knows.

Maybe we simply learn to tune it out the same way we slowly, steadily tune out our declining health, and fail to ever make transformational changes to reverse the slow, steady, and sure signs.

We medicate ourselves with our work, with our misery, and we flock to people who share our pain and frustration.

When maybe, we should find that emotional strength we found buried deep inside us that was rediscovered in the days following 9/11.

Maybe then we could justify hugging our employees.  Maybe then transformational change could begin and a new era of teamwork and respect could have wings of hope.