When they tell you to “get a seat at the table,” don’t listen.
Proximity to power isn’t power. Sitting inside broken systems won’t fix them. We don’t need better seats—we need better systems. Real change comes from questioning the norms, rebuilding the structures, and refusing to play by rules that were never designed for us.
Don’t chase a place in the room. Change the room. Or build a new one entirely.
In OUR BEST WORK, I outline the 24 invisible norms that hold us back. Get the book now. Comment link below to get a link to buy delivered to your inbox. ✉️🧡
Our Best Work was named a Thinkers50 Best New Management Book of 2026.
This isn’t just recognition—it’s a signal.
The old rules of work? They’re breaking.
And the “intangibles” we’ve ignored for decades? They’re finally being valued.
In Our Best Work, I challenge 24 of management’s most trusted norms—and reimagine what’s actually possible when we let them go.
I couldn’t be more excited to see this shift gaining traction.
Thank you, @thinkers50_global !!
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OUR BEST WORK is coming February 24. My best-kept secret.
The thesis is simple: when it comes to work, we should be achieving more and feeling better while doing it.
But first, we have to get out of our own way—and unlearn much of what we think work is supposed to look like.
Enter The 24 Invisible Norms: the unspoken beliefs that hold us back. For each one, I offer a clear alternative. A better way forward.
If you’re done with self-help hacks and workplace fads, OUR BEST WORK offers another path: by changing the rules of work itself.
More soon.
The same three moves keep propelling people to the top.
This is the story of one real leader. I’ve left out their name because this story isn’t unique. It happens in workplaces everywhere, every day.
And who pays the price? Everyone.
The unspoken rule of success is simple: pretend to be someone you’re not.
Of course, we don’t say it that way. We call it “fake it till you make it.” Project confidence. Act certain. Suppress your doubts.Perform expertise, even when you don’t have all the answers. We elevate the people who are best at this.
We hitch our wagons to leaders who seem certain, investing our time, energy, and trust in their story.
And by the time we realize they don’t have the answers, we’re already too invested to question the direction.
The result?
We silence collaboration.
We discourage honesty.

We limit our best work.
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Honored to be ranked on The Industry Leaders Top 25 Management Consultant Leaders of 2025.
This recognition means a great deal to me—not because of the title itself, but because it signals that the ideas I’ve devoted my life to are resonating.
My work has always been focused on challenging the invisible norms that limit what people and organizations believe is possible. Too often, we accept outdated assumptions about work, leadership, and value creation as if they are fixed truths. They aren’t.
When we change the rules, we unlock our best work.
To be recognized alongside so many thoughtful leaders tells me that this message is landing—that more people are ready to rethink the systems we’ve inherited and build organizations where human potential can truly thrive.
Thank you The Industry Leaders for this honor, and to everyone who continues to push for a better way to work.
Get OUR BEST WORK now!
Graduation speakers, stop telling Gen-Z this.
Graduation season is full of speeches telling young people to work harder, sacrifice more, and pour everything into their jobs.
Case in point: John Ternus, incoming CEO of Apple, urged graduates to put more of themselves into work because “our time is finite.”
But Gen Z has watched what that bargain looks like: burned-out parents, endless emails, and companies that demand loyalty but offer little in return.
They’re not lazy. They’re questioning norms that no longer serve people.
Instead of asking Gen Z to buy into a broken system, we should ask what they see that needs to change.
Limiting norm #3: Just do it.
Leading indicator: Do the right thing.
Until you know what it is you value, you’ll default to what others value.
Our future requires something different from us. We have to define what we value. To know what matters to us. To shape our decisions. So we don’t keep speaking to someone who isn’t listening. So we don’t do what they want us to do just because they insist on it. So we don’t keep choosing monetary value over humanistic values. So that—at a minimum—we know what we are working toward.
This is our best work, we can say. And believe it, too.
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AI could spark a massive job market boom, not collapse it. That’s what Apollo’s lead economist just predicted. And I’m inclined to agree.
That’s not hope talking, that’s the evidence from the best of management literature. Automation does two things from an economic and business perspective.
First, it creates substitutes for labor that free labor up to do other things. So for example, when ATMs first came into play, everyone was convinced it would eliminate the bankers. But it lowered the costs of operating branches, which led to more branches and … employment.
Second, automation ends up as a complement to labor to raise output, expanding demand and creating new tasks. Similar to how computers changed work so work became faster and data shows it has led to ~1.7% higher employment growth year over year.
So any of us with grey hair should recognize this pattern: we’ve lived this before.
And just one more. Cause this is the pattern. Google/search was supposed to kill marketing. Agencies thought they’d be dead. Instead, the search market exploded the amount of marketing that exists—think about what you experience on Instagram, for example—growing it to a $300B industry, with 28M jobs, most of which didn’t exist before.
So the pattern is not replacement. It’s expansion.
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All leaders should learn this from Taylor Swift.
In a recent @nytimes interview, Swift shared her writing process.
Taylor Swift prioritizes the best idea—not the person in power.
Her rule: may the best idea win.
Change doesn’t happen because one person has all the answers. That’s not change—that’s control. When one person dictates direction, it limits imagination, ingenuity, and our collective ability to do our best work. A top-down model of change management inevitably leaves value on the table.
Research shows that nearly 70% of fresh, value-creating ideas are lost because they are silenced or ignored.
That number is staggering. It means most of the best ideas are already right in front of us—but unseen, intangible, and missed.
Leaders must create environments like Swift does—where people feel empowered to contribute ideas.
That’s how businesses grow and innovate.
VC: @nytimes
THIS is why I wrote Our Best Work.
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Everything that has ever moved humanity forward began as an intangible.
