Employee confidence just hit rock bottom. On March 11th, Glassdoor released the results from their latest Glassdoor Employee Confidence Index (GECI). Only 44.4% of employees have a positive outlook on their company’s next six months—the lowest level since Glassdoor started tracking in 2016. The lowest ranking industries are Retail & Wholesale, Restaurant & Foodservice, and Government employees, all coming in at just above a 38% positive outlook. 

Tis the season of quarterly planning meetings and setting priorities for the future. In the past few weeks, one recurring theme that stands out from the quarterly offsites I’ve been part of the last month: the clarity and execution of quarterly priorities (or Rocks, depending on the framework you use). For simplicity, I’m sticking with "Rocks" here.

In these offsites, everyone nods in agreement: "Yes, these Rocks are critical!" And yet, by mid-quarter, teams start drifting.

You can have the best strategy in the world, the sharpest financial model, and a team of A-players—but if your leadership frequency is off, your company will feel it.

Most CEOs focus exclusively on external levers for growth: market trends, competitive positioning, operational efficiency. But the human side of business—the emotions, beliefs, and unspoken energy a leader carries—plays an equally powerful role in determining whether a company scales or stalls.

We’ve all been there. Stuck. Hovering over a decision, running the same options through our heads like a broken record. Maybe waiting for some sign or an easier path forward. Sound familiar?

Scaling a company is exhilarating, but for alot of CEOs, the journey comes to a screeching halt once the business reaches a growth plateau (aka: “The Valley of Death”).

High-performing teams are the cornerstone of innovation, efficiency, and sustained success. However, fostering these teams requires deliberate strategies that address both individual strengths and collective dynamics.

Industrial companies face unique challenges that stem from the deeply rooted culture of the industry, legacy systems, and traditional expectations. These organizations often operate within environments that value consistency, reliability, and adherence to established norms.

In the whirlwind of scaling a business, it’s not uncommon to feel the soul of your company slipping away. This doesn’t happen overnight—it’s a gradual process that can stem from rapid growth, market pivots, or even leadership changes.

Are you considering implementing Scaling Up or EOS in your business? Not sure which is right for you? This article gives a realistic comparison of Scaling Up Vs EOS.

As a CEO, you’re the leader of your organization, responsible for driving growth, setting vision, and making key decisions. But as companies place a growing emphasis on mental health and employee well-being, many CEOs find themselves in an unexpected role: the de facto therapist for their teams.

As a founder, few things are as thrilling as watching your company grow from an idea into a thriving entity. But if you’ve been at it long enough, you may encounter a point where growth slows, your energy stalls and the path forward feels steep and uncertain— “The Wall.” This could manifest as a “growth wall,” where scaling seems exponentially more complex, or an “energy wall,” where the excitement that once fueled your work has dimmed.

For founder CEOs, adapting to market changes is essential for sustaining growth and staying competitive. It isn’t just about reacting to change—it’s about anticipating trends, understanding customer needs, and having the agility to pivot quickly.

When it comes to building companies that inspire, disrupt, and ultimately redefine industries, founders play a unique role. They bring a vision to life that others often can’t see, but their drive to keep that vision intact can sometimes create obstacles.

By understanding the “founder DNA”—their psychological blueprints, strengths, and weaknesses—we can better appreciate why founders are key to the success of many companies and explore ways to support them as they scale.