Find Your Legacy

Reflecting on the Covid-19 Pandemic: A Leadership Journey at Bolthouse Farms

2026-03-13T03:40:00.000-07:00

Marking Six Years Since the World Changed

Six years ago today—yes, literally today, Friday, March 13, 2020—the world as we knew it shifted dramatically as we entered the reality of the Covid-19 global pandemic. As I write this blog post, we are again witnessing challenging world events (the ongoing conflict in Iran and the Middle East). In this climate of challenge and uncertainty, it feels timely to pause and reflect on those experiences that lead through the unprecedented crisis that began in 2020.

Back then, I had the honor to be a senior leader at Bolthouse Farms, a remarkable company based in Bakersfield, California. We had just completed the purchase of the company from Campbell’s (a story for another post) and managed to bring back about 75 alumni within the first 90-100 days of the transition. We were well aware of the uphill battle ahead: the business was facing significant challenges, and we needed to rebuild the organization and the business processes as an independent company, separate from the Campbell’s corporate infrastructure. Our goal was to stabilize operations and lay the groundwork for future growth. We thought we understood the road ahead—but none of us could have anticipated the global crisis that was looming just a few months ahead, a crisis that would soon engulf not just our company, but our community, our country, and the world.

At the time, I was 58, with 35 years in business behind me and was pretty confident in my business and leadership capabilities. Like so many leaders, I had no playbook for what was coming. It was frightening, unpredictable, and demanded that we find a new way forward—fast. I realized quickly that our carefully crafted strategies would have to be set aside. Instead, we needed to focus on two simple but critical objectives:

Maintain basic business operations.
Make our workplace as safe and healthy as possible.

These two guiding principles became our foundation, bringing much-needed clarity to our leadership team and the entire company ... and to me personally! We kept our focus on the business issues that were "important and urgent," often managing the business day to day, at times hour by hour. I began keeping daily—and sometimes hourly—notes starting in late March 2020, which evolved into a kind of journal (pictured above) chronicling those turbulent times. I keep this “little talisman” near my home office desk today as a constant reminder of what we navigated and how we found our way through those extremely challenging and stressful times.

Flipping through those notes recently, I landed on an entry from January 11, 2021. By then, my entries included business trends, market share updates, customer challenges and opportunities, and on that day, it held the details of the meetings we were scheduling to prepare for on-site employee vaccinations—which we soon rolled out. My heart still races when I revisit those scribbled memories, but I am deeply proud of what we accomplished together: keeping the business running and our workplace safe—sometimes even safer than our employees’ own homes.

I’m sharing this reflection to mark this important anniversary and to thank everyone who stood shoulder-to-shoulder with me during those extraordinary times. Now, at 64 and with more than 40 years in business, I am certain that leading Bolthouse Farms through the Covid-19 crisis will remain my proudest professional accomplishment. I hope you can take a moment in these tumultuous times to reflect on your own journey earlier this decade and hopefully find strength and encouragement from the steps that you took to navigate the wild days that began on March 13^th, 2020.

Why Leaders Should Be Great Hosts

2026-02-18T08:38:00.000-08:00

Building Teams Through Welcoming, Respectful, and Attentive Leadership

Leaders Need to Be Great “Hosts”

In today’s world, where bombastic, authoritarian leadership styles often dominate, it’s easy to overlook the power of a more human-centered approach. I’m not referring to social graces or the frequency of events leaders might “host.” Instead, I want to explore a leadership model that has proven effective time and again—one that inspires teams, boosts engagement, and drives performance by focusing on the art of hosting.

Think back to times when you were truly well hosted—dinners, parties, weekend gatherings, or even extended visits. What made those hosts stand out? Certain traits consistently emerged, and I believe these are foundational habits every leader should cultivate.

Welcoming: behaving in a polite or friendly way to a guest or new arrival.

Respectful: feeling or showing deference and respect.

Attentive: paying close attention to something.

These three traits work together to create an environment centered on the “guest”—in this case, your team members. Let’s dive deeper into each trait.

Welcoming: Actions Speak Louder Than Intent

Welcoming leadership is about consistent behavior, not just good intentions. Too often, leaders fail to treat their teams as “welcomed guests” in the enterprise. Yet, this mindset can transform the workplace. A welcoming leader acts with kindness and openness, making every team member feel valued and included. It’s rare, but it’s a powerful way to build trust and belonging.

Respectful: Leadership Is a Privilege, Not a Right

Showing deference and respect is not commonplace in today’s corporate or political landscape. Many leaders mistakenly believe their position entitles them to authority, but reality—and recent trends—prove otherwise. CEO turnover hit a record high in 2025, with 234 departures across tracked global indices, a 16% increase from 2024 and 21% above the eight-year average. Even top-performing firms saw increased turnover, driven by strategic realignment and shareholder pressure. The average tenure dropped to just 7.1 years.

Leaders must remain humble and appreciative—leadership is an honor and a privilege, not a right to be abused.

Attentive: Stay Tuned In to Your Team

Attentiveness means actively listening and observing your team’s needs. Leading through Covid taught me the importance of monitoring the health, well-being, and readiness of my company and direct reports. The challenges were immense, but by staying focused and attentive, we navigated a difficult period with surprising effectiveness.

A Story That Illustrates Host Leadership

Let me share a personal story that brings this concept to life. Over 20 years ago, I worked for a senior executive who had been a Marine lieutenant. At a large team meeting, as lunch was served, I watched him check the buffet lines, ensure there were enough plates and utensils, and personally ask staff to add more cookies to the coffee station. He waited until nearly everyone else had eaten before grabbing his own plate. Later, he explained this practice: in the Marines, he always made sure his platoon was fed and ready before serving himself; every day, every meal, every occasion! As the leader, his job was to care for the group first.

Conclusion: Build Leadership Habits That Last

Leadership, at its best, is about cultivating habits and actions that make your team feel genuinely hosted—welcomed, respected, and attentively cared for. Find ways in your daily work to embody these traits. When you do, you’ll foster engagement, loyalty, and performance that goes beyond the ordinary.

The Four Freedoms: Leadership in Times of Crisis

2026-01-26T07:26:00.000-08:00

Standing Up for Fundamental Freedoms

We as leaders must take a stand—there are “four freedoms” that we need to advocate for and activate in our communities today.

Reflecting on Leadership and Responsibility

For more than 16 years and in over 300 essays, my focus has been to share lessons of leadership and life. stories, insights and experiences intended to provoke thoughtful ideas and approaches, primarily within a business and professional context. As political divisions in our country have deepened, I have tried to avoid fueling partisan conflict, instead seeking a voice that can resonate with a broad audience and offer lessons that are helpful and productive across the political spectrum. On rare occasions, such as the day after the insurrection at the Capitol on January 6, 2021 (https://fylegacy.blogspot.com/2021/01/a-message-at-troubled-moment-in-our.html), I have addressed specific civic and political events directly. Today, I am compelled to do so again, deeply angered and appalled by the recent murders of Renée Good and Alex Pretti in Minneapolis.

The Impact and Obligation of Leadership

I have always emphasized that leadership is difficult, important, and deeply consequential. Leaders shape organizations, industries, and entire communities. At this moment, certain leaders in our Federal Government are taking actions that threaten and destroy these constituencies, endangering citizens and communities. Compounding this, propaganda from the same federal offices spreads falsehoods about events in Minneapolis, contradicting clear video and eyewitness evidence, and misrepresenting the victims’ backgrounds and character. Power does not grant truth—just because a leader claims something, it does not make it so.

Business Leaders Call for Change

Over the past weekend, the Minnesota Chamber of Commerce released an open letter signed by more than 60 CEO's in Minnesota - including 3M, Target, Best Buy, and United Healthcare - stating that "we are calling for an immediate deescalation of tensions and for state, local and federal officials to work together to find real solutions.”(https://www.mnchamber.com/blog/open-letter-more-60-ceos-minnesota-based-companies) I stand with these leaders, and I urge others to recognize the gravity of this situation and “stand up” as well.

Finding Inspiration in History: The Four Freedoms

In the midst of the current crisis unfolding across our country, and most acutely in Minnesota, I look back to our shared history for inspiration. Franklin Delano Roosevelt, a federal leader during a time of immense challenge, delivered his famous “State of the Union” speech to Congress on January 6, 1941—a date coincidentally echoed in our own troubled times. Roosevelt’s speech, delivered as the world was engulfed in war, concluded with his vision that the world should be “founded upon four essential human freedoms.” (https://www.archives.gov/milestone-documents/president-franklin-roosevelts-annual-message-to-congress#page-header)

The first is freedom of speech and expression—everywhere in the world.
The second is freedom of every person to worship God in his own way—everywhere in the world.
The third is freedom from want—which, translated into world terms, means economic understandings which will secure to every nation a healthy peacetime life for its inhabitants—everywhere in the world.
The fourth is freedom from fear—which, translated into world terms, means a world-wide reduction of armaments so thorough that no nation will be in a position to commit an act of physical aggression against any neighbor—anywhere in the world.

Applying the Four Freedoms Today

While Roosevelt’s message was delivered at a time of global war and focused on combating fascist, autocratic regimes, I believe that, as leaders today, it is our duty to bring these four ideals to life in our own communities.

We live at a time when individuals here at home, in our communities, do not have the freedom of speech and expression guaranteed by the First Amendment of our Constitution.
We live at a time when individuals, communities, and congregations here at home do not have the freedom and support to worship God in their own way.
We live at a time when “Freedom from Want” and the ability to live a healthy, peaceful life seems like an unfulfilled promise, even in the world’s wealthiest country.
We live at a time when “Freedom from Fear” feels like a distant ideal, for citizens, immigrants, and refugees alike.

A Call to Action for Leaders

There is much work to be done to make these “Four Freedoms” a reality in our communities in 2026. As leaders, I encourage each of us to stand up, speak out, and let our voices and actions be seen and heard by our teams. Stand together with the 60+ CEOs in Minnesota and with leaders across the nation who are calling for an end to violence and the restoration of our constitutional freedoms.

Postscript: Supporting the Minneapolis/St. Paul Community

I am fortunate to have close friends who call Minneapolis/St. Paul home. Over the weekend, I reached out to share my concern, anguish, and support, and asked how I could help from afar. One of my closest friends suggested donating to Neighborhood House St. Paul, an organization that has been helping immigrants and refugees in St. Paul for 128 years. I have made a donation and am sharing the link to their website so readers of this essay can help as well. (https://neighborhoodhousemn.org)

Executional Excellence Never Goes Out of Style

2026-01-15T11:08:00.000-08:00

Reflections on Why Execution Still Matters Today

The idea that “execution matters” has been foundational throughout my decades-long career and, if anything, is more important today than ever. When I started my business journey over 40 years ago, my first role was as a Marketing Assistant for Kimberly-Clark. My assignment? Sales training and managing my own “sales district” of grocery and drug stores carrying K-C’s brands. Every day, I’d visit 6-7 stores along my key routes. In those pre-digital days—before cell phones, personal computers, or the Internet—I would carefully jot down notes from each store visit, then complete an “After Action Report” (the famous “AAR”) after every stop. By Friday afternoons, I’d pull together my weekly expense report and compile a “weekly sales review”—a summary of all my AARs. I’d pop everything into a mailing envelope and send it off to my local district sales manager. This process and discipline were repeated daily, weekly, monthly—always with a laser focus on what was happening “in-store,” at the point of demand, and on what I could do to improve that reality. A recent stop at a local grocery store brought these early lessons flooding back to me.

Just last month, between Christmas and New Year’s, my daughter Marie and I were traveling in North Georgia and made a quick stop at an Ingle’s Grocery Store in Jasper to grab a coffee at Starbucks. The photos above are from that store visit, and I was blown away by how immaculately the end-aisle displays were set and stocked. Looking down the aisles, I noticed it wasn’t just the displays—the entire store was fully stocked and well merchandised. Keep in mind, this was during one of the busiest shopping periods of the year. To see a grocery store in such top shape was no small feat. It was a clear reminder that the team at Ingle’s—or maybe just that store—was committed to execution at the point of demand, and that it takes real work and discipline to maintain such standards.

Unfortunately, I often see great strategies, innovative ideas, and strong brand or product plans fall short of their potential. Why? Because that “last mile” (or, sometimes, the last few feet or even inches) is either overlooked or assumed. Even the best ideas don’t mean much if customers can’t find them in-store or online when they’re ready to buy.

This truth has been reinforced for me several times in just the past few days. A good friend recently launched a fantastic new product, meant to be featured with four facings in a specific location in every local grocery store in Atlanta. I visited four of those stores, expecting to see 16 facings in total, but instead found only one facing in just one store—far off the target! I snapped photos and texted my notes from each store visit, channeling my old “AAR” habit. While my friend was understandably frustrated, he appreciated the honest feedback and jumped in to fix the executional gap. Execution at the point of demand truly matters!

In another example this week, a CEO I work closely with shared that he spends every Thursday “walking stores” in person—wherever he happens to be. It’s his weekly discipline to step away from the computer and Zoom calls to physically see how his products are displayed, assess competitive activity, and observe retailer dynamics. This personal commitment not only helps him stay connected to the in-store reality but also sets a powerful example for the entire company: execution matters, and what happens in-store is a top priority.

Whatever your industry or role, I encourage you to pause and reflect on how you’re executing at the point of demand. Are you and your team taking the right actions to drive executional excellence—every day, every set, every store?

The dawn of Christmas day

2025-12-26T04:45:00.000-08:00

Over the years I have shared many pictures on this blog of sunrises on Christmas morning... and I continue that tradition today. Pictured above is a beautiful sunrise here in the North Georgia mountains on an unseasonably warm Christmas morning ... a day full of family, love, memories and stories. This year, more than many in the past, Christmas is also filled with a heavy heart at the recent passing of my sister Alice... I shared her obituary in the previous essay that I posted.

Regardless of ( or maybe in some way fueled by) this loss, I am once again struck by the possibilities and "new beginnings" that come with each and every dawn. In a time where so may around the world, in our country, in our communities and maybe in our families are pessimistic on the state of the world, and society as a whole, we need to be reminded and strengthened that with each dawn... with each sunrise... we have the ability (and possibly the responsibility) to work together to make this day ahead a bit better that the yesterdays behind us.

I wish all the readers a very happy holiday season, and a Merry Christmas; my hope is that we can see the sunrises ahead as an encouragement to the work that is needed to help our world, our countries, communities and families to find a path forward filled with a bit more light, hope, peace and justice for all!

In Memory of my sister, Alice Levisay

2025-12-16T04:33:00.000-08:00

Alice Marie Levisay Obituary

Celebrating a Life of Compassion, Leadership, and Global Impact

With broken hearts, we share with you the passing of a beloved wife, mother, sister and aunt. On December 14, 2025 Alice Marie Levisay, 60, passed away in her home on Bainbridge Island, Washington due to cancer. She died peacefully, in the company of her devoted family. Born on July 14, 1965, in Berea, Ohio, Alice was the cherished daughter of Dale and Arline Levisay, by whom she is predeceased. She is survived by her husband of 33 years, Jan Willem Rosenboom, her daughter, Johanna (Hanna) Rosenboom, her son-in-law Dillon, and her loving brothers, Mark and Bill.

Raised in Murrysville, Pennsylvania, Alice excelled academically, graduating as Valedictorian from Franklin Regional High School. She continued her studies at Rice University, earning her Bachelor’s Degree in Biology. She was then awarded the prestigious Watson Fellowship, which she used to study traditional healthcare delivery systems in India, China, Egypt and Kenya. This experience was professionally as well as personally formative; she first met Jan Willem during her stay in Nairobi.

Following this fellowship, Alice began her early career in Sierra Leone, West-Africa. She worked on Lassa Fever Research and AIDS education efforts with the CDC. She found her calling to improve health care in underserved communities around the world, and continued her education at Johns Hopkins University, where she pursued a master’s degree in public health. Now married, Alice and Jan Willem moved to Cambodia in the early 90’s where Alice worked with the International Rescue Committee (IRC) and the World Health Organization (WHO), in roles focusing on rebuilding and strengthening the nation's health systems. Two years following Hanna’s birth in 1998, Alice’s commitment to improving health systems led the family to Dhaka, Bangladesh, where she worked as the health specialist for HLSP Asia focusing on health sector reform and aid effectiveness. From Bangladesh Alice returned to Cambodia for the United Nations Population Fund (UNFPA), where she would rise to the position of Country Representative. In 2010, Alice and family moved to the US, where Alice joined PATH in Seattle. A few years later she transitioned to working as an independent consultant so she could spend more time with Hanna and focus on her role as a community member.

Alice loved her life on the island, volunteering for the salmon monitoring program, singing in various choirs and developing a community of friends. The family home welcomed guests from around the world, sharing the beauty of the Puget Sound and the Pacific Northwest. Having to give up singing, first during COVID, and later when the cancer she had been living with (and trying to subdue) since 2020 reached her lungs, was a huge disappointment to her. In her final professional role, Alice served at the Gates Foundation, leading efforts with the Global Health Agencies and Funds (GHAF) strategy, joining a team she deeply enjoyed working with.

Alice’s remarkable journey touched communities across the globe—from Vanuatu, Lao PDR and Tonga, to India, Bangladesh, Sierra Leone, Cambodia, and Bainbridge Island, among many others. Her legacy is defined by her intelligence, strength of character, unwavering willpower, and infectious laugh. Though her life was cut short by illness, the impact she made and the memories she created will be treasured by all who had the privilege to know her. Alice’s absence will be deeply felt, but her spirit will live on in the lives she changed and the love she shared.

A celebration of Alice’s life will be held later in January (and will be accessible remotely).

Jan Willem and Hanna would like to thank the medical teams at Virginia Mason Hospital in Seattle, and the nurses, social worker, nursing aids and others at Multicare Hospice, who cared for Alice with expertise, kindness and compassion.

In lieu of flowers, contributions can be made to USA for UNFPA, providing care to women and girls in underserved communities, or Helpline House, providing food assistance and social services to those in need on Bainbridge Island.

The Rains of 2010: Leading Through Times of Crisis

2025-12-05T08:17:00.000-08:00

Lessons in Leadership from an Unprecedented Challenge in Kern County

Fifteen years ago this week, Kern County, California—home to Bakersfield and the southern Central Valley—was hit by torrential downpours that redefined local history. In a single “long weekend,” the region received nearly a year’s worth of rain, shattering records that had stood for 135 years. Typically, Kern County averages around six inches of rain annually, with just one inch expected each December. But in December 2010, the skies unleashed over 5.8 inches—an astonishing 600% above the normal monthly average. What unfolded was more than a meteorological anomaly; it was a local crisis that soon became very personal for me.

In 2009, I joined Bolthouse Farms as Chief Customer Officer—a newcomer to the world of carrot farming and its expanding line of juices, smoothies, and healthy salad dressings. Our farming operation was massive, harvesting nearly three million pounds of carrots every day. The busiest stretch of the year ran from Halloween to Super Bowl, known in our circles as “N/D/J”—the crucial November, December, January window when holiday shoppers depended on fresh carrots. The industry itself was tightly consolidated, with just two major growers—both based in Bakersfield—supplying most of the market.

As the rains began, I found myself leading a sales meeting in a Chicago hotel, far from the unfolding disaster. News of the crisis reached us not through weather reports, but through frantic calls from customers desperate for their Christmas carrot shipments. Realizing the severity, I cut the meeting short and headed back to a waterlogged Bakersfield.

Throughout my 25-plus-year career—including nearly 18 years at The Coca-Cola Company—I had never faced a threat this existential. Entering the administrative building on Brundage Lane, I understood that I was now a C-level executive in the midst of a full-blown emergency. Our harvesting operations ground to a halt; the flooded fields were impassable for our massive carrot harvesters (pictured above.) With our “fresh harvest” model, carrots picked each morning shipped out that same day, leaving little warehouse inventory. After a couple days of relentless rain, the supply chain dried up—no carrots for us, our competitors, nor our customers.

The situation outside the plant underscored the gravity. Semi-trucks lined up behind our facility—more than 250 at one point, far exceeding the usual numbers—each waiting to collect carrot orders for retailers across North America. The drivers, anxious to get home for Christmas, grew increasingly frustrated. To ease tensions, our team fired up BBQ grills and served steaks, narrowly averting mutiny. Still, the warehouse doors stayed locked.

Eventually, the rain subsided. One evening, our head of agriculture, Derek, burst into the office, mud-caked but grinning—he’d located a field dry enough to begin harvesting. That moment remains vivid: despite ruined holiday orders and financial setbacks, we found a path forward. Yes the month's financials were destroyed, the quarter and the year a mess.... but we were back harvesting, planting and serving our customers... we were back in business! By continuing to address the problem at hand, we survived to fight another day.

Reflecting on this ordeal fifteen years later, I recognize it as just one of several “existential close calls” during my tenure at Bolthouse Farms—the most dramatic being the onset of the Covid pandemic in March 2020. While each of these "crisis moments" had their own unique qualities, in every crisis, my team and I relied on three guiding principles:

· Run to the Problem: Face challenges head on, rather than avoiding them.

· Work the Problem at Hand: Focus on actionable solutions, not distractions.

· Prepare Yourself to Work Your Way Out: Stay ready and strengthen yourself for the path forward.

These principles, though simple, proved vital in navigating times of disruption and crisis. The rains of 2010—and later, a global pandemic ( and other challenging dramatic moments)—were beyond our control. Yet, by staying focused and resilient, we found our way to “drier fields.” Crises will come, there is no way to avoid them, but when they do try hard to remember these lessons: run to the problem, work it, and prepare to work your way out. That’s how you weather the storms and emerge stronger.

postscript: I want to say a massive thank you to those readers who were part of that "wild ride," navigating the described above deluge 15 years ago. Many of you have stayed not only in the Ag world, but in the "carrot game" and I deeply appreciate your commitment, focus, and perseverance through hard times in the past and your readiness to face the unknown challenges/crises ahead!

Slow is smooth… and smooth is fast!

2025-11-10T07:39:00.000-08:00

It’s not often I reference a television character in my writing, but today I’ll make an exception for Phil Dunphy from “Modern Family.” In one hilarious scene, Phil rallies his family for a fire drill and uses the phrase “slow is smooth… and smooth is fast” to encourage a calm but swift exit from the house. That moment has stuck with me, and I’ve even repeated it to my own family in similar situations.

Today, I want to explore how this idea can help leaders and teams focus not only on what they do (their deliverables and results) but also on how they do it (the processes that drive those outcomes).

Recently, as executive chair of a thriving private company’s board, I led a quarterly board meeting. The session was productive and hit all our critical objectives. Despite the meeting’s seemingly deliberate pace, we wrapped up 20 minutes and ahead of schedule. Once again, Phil’s motto echoed in my mind—“slow is smooth… and smooth is fast!” Embedded in this saying are two essential principles worth remembering.

Slow is smooth…

By establishing clear, methodical, and repeatable routines for your work, your organization, and your team, you set the stage for reliable performance. Such consistency minimizes errors, reduces unnecessary rework, and limits variability—especially important in today’s competitive, complex environments. As a leader, it’s crucial to create and uphold these disciplined processes and to demonstrate them through your own actions.

Smooth is fast…

It’s easy to envision how streamlined, well-honed business processes can lead to faster achievement of goals. As illustrated in our recent board meeting, executing a process smoothly and methodically enabled us to complete our work more efficiently, finishing over 10% earlier than expected.

My advice to readers is to review your core business processes, or start building them if needed, and continually refine them to be more systematic and repeatable. When your words and actions align in supporting these disciplined approaches, and when leaders model these behaviors personally, you’ll see better outcomes for your teams and organizations.

The story of the "Fairview Flyer"

2025-11-02T04:12:00.000-08:00

I started posting essays on this platform over 16 years ago... and from the beginning I wanted to share lessons of leadership and life. stories, insights and experiences (literally on the masthead of my blog) that might be insightful to the reader. Here we are today with this essay being the 297th posted on the blog, and with well over 225,000 page views to date I have been surprised and humbled by the breadth and impact of my "stories." Today's essay is focused on a simple tomato, and the pure exhilaration that has emerged through this past gardening season!

For decades, I have been growing two varieties of heirloom tomatoes that have been passed to my by family and friends. One I have written about that comes down from my grandmother that is a yellow tomato variety, on relatively short plants, with very sweet somewhat small fruit that she grew for many years/decades, possibly from before I was born. The second variety was passed along from my friend Dave Carfang's family, who were given this tomato ( "The Carfang Big Pinks) in the early 70's. It grows on very long tomato vines, and produce large beautiful pink tomatoes, some as large (or larger) as 1 pound. Here is a picture of those two varieties from this past season. I always knew that heirloom tomatoes were "open pollinators" meaning that they could possibly "cross pollinate" with other nearby tomatoes but over the years/decades I never had that "problem."

Well here we come to the spring of 2025, with tomato seedlings in the garden growing well and I notice an unusual phenomenon. I had 14 seedlings in the garden that I raised from seeds from last year, seven of Mama's yellow tomatoes and what I THOUGHT were seven of the "Big Pinks." Well to my amazement, one go the big pinks looks different from the others and ALL of them were from the seeds of one or two tomatoes from 2024. Mama's tomatoes have serrated ( jagged) leaves and the "Big Pinks" have smooth leaves and lo and behold one of the "Big Pink" seedlings had serrated leaves. I wrote about this dynamic back in May, you can see that essay here, https://fylegacy.blogspot.com/2025/05/innovation-can-come-from-some.html

The reality hit me mid-summer as the plants reached maturity and started putting off fruit. Mama's tomato plants grew to about 5ft or so and stopped. The "Big Pinks" grew to about 8-9 ft and stopped but this new "heirloom hybrid" just kept on growing. As it put on fruit, I realized that the tomatoes were different and unique... larger than Mama's, smaller than the "Big Pinks" and had a touch of yellow/orange on the shoulders.. pictures below!

Well to say the least I was excited and amazed, the plant kept on growing and it prolifically put on fruit. I pulled the tomato plant/vine out of the garden this week and it was over 13 ft long.

I took one of the best tomatoes it produced this summer and let it "over-ripen" on the vine and used it as my source for seeds. I am so eager to get to late January when I start my tomato seeds and see if they are fertile and if I can propagate this new variety... which I have named "The Fairview Flyer."

My focus in the essays that I have posted across all these years has been on the idea of "finding your legacy," the concept that if we can act intentionally in our families, our communities, our companies and our country we can leave all of those environments in a better place than when we found them. I never thought that this concept might include creating a "new" tomato variety that I can pass along to generations of gardeners that may follow me... maybe someday marveling at the "Fairview Flyer" years/decades after I have passed, wondering about its humble origins as they enjoy the delicious tomatoes, or bemused but the amazing length of the vines at the end of the season. I promise to add a postscript to this essay early next year once the seedlings get going!!

“Foreign for you…Common for many”

2025-10-17T07:54:00.000-07:00

It’s important to remember that regardless of age, tenure, or experience… you are never too old to learn new lessons. I relate deeply to this “truism,” and this essay is centered on a piece of coaching, and some important learning that I experienced about a year ago.

In the fall of 2024, I had been asked to dive into a new role, and I was doing my due diligence investigating the opportunity to see if it was fit. I talked to various constituencies, board members, founders, and senior executives of the company and the more I dug, the more uncomfortable I became. Across my career of now over 40 years, I had worked for large public companies (e.g. The Coca-Cola Company) and a large private PE backed company, Bolthouse Farms. I had never been involved with venture backed startups early in their growth cycle which was the situation that I was “investigating.” As part of my investigation process, I went out to California to meet live with some of the team, and my concerns grew. There seemed to be dissonance withing the board, and certainly some “noise” between certain board members and management. I grew uncomfortable with the unsettled nature of the current dynamics, and my doubts grew on whether this opportunity for a good idea for “yours truly!”

In hindsight, I am thankful that my next move was NOT to bail, but to look for advice and coaching. While I had personally NEVER worked closely with a VC backed company, I did have a contact, the brother of a close friend, who runs a very prominent venture capital company in the bay, and I reached out to him for some advice. Knowing how busy he was (and is) I texted him asking for 5 min across the next day to so for a quick call. He texted back almost immediately saying he had 10 min. at 6pm later that day and to call his cell then. Later that day I found a quiet spot with good cell coverage and gave him a call.

True to his word, he was running between meetings/commitments and had 10 minutes to talk. Skipping the pleasantries, I dove into the situation and described the situation I was considering, and the “dysfunctional” dynamics that I was experiencing. Very quickly Tony (name changed to protect the helpful!) said “Bill, stop-stop… just because something is foreign to you doesn’t mean it’s not common for many!!!” That line ( ignore the double negative for now) literally stopped me in my tracks. He said that my experience working in large public companies, or for a large private company backed by a single PE firm, was limited and that it was common/typical for VC backed startups to have these dynamics. The “noise” among varied VCs on the board happened all the time in “Tony’s world.” The dissonance between different VC board members and management was common, etc., etc.

After being brought to a standstill, “Tony” suggested that if I could open my thinking, I could be very helpful to the company with its current dynamics and challenges… helping coalesce the board into a stronger, clearer voice for management… and that I could be productive coaching and helping the founders and other executives at the company grow and build skills as the company advanced.

To say the least, I took those 5 minutes of coaching and advice to heart. Late last year I dove into the role, and it’s been an incredible ride… a great learning one for me personally and one where I am working hard to have the impact that “Tony” suggested I could have. I wanted to share this story less about my current professional activities, but more about learning, growing and seeking advice/support/council late in one’s career. It’s easy and all too common for folks with decades of experience to think that have “learned all there is to know,” and that they are the “teachers,” and all others are the “students.” As my story shows, that one-way, myopic viewpoint is a limiting idea, and I am thankful for “Tony’s” nudge/advice… my professional life is richer and fuller because I listened to what he had to say!

Civility, Stability, and a Generosity of Spirit... Leadership traits to model today!

2025-09-12T03:55:00.000-07:00

Modeling Positive Leadership in a Time of "Anti-Models": Reflections on Civility, Stability, and Generosity of Spirit

Learning from the Best—and the Worst—for Leadership That Matters

Throughout a long career, one may accumulate lessons from a remarkable array of leaders—some who illuminate the path forward by the force of their example, and others who serve, almost as powerfully, as anti-models whose flaws become cautionary tales. In this essay, I want to share decades of experience reflecting on the indelible marks left by both types. I do so not with the wistfulness of nostalgia, but with the urgency of a call to action—a call made especially acute by the troubling rise of “anti-models” in today’s turbulent political and workplace landscapes.

If leaders are, in part, creatures of imitation, then the imperative to model what is right, rather than what is toxic, becomes a matter not only of personal integrity but of societal survival. I want to suggest that leadership is always, at core, an act of modeling; the behaviors we choose are magnified in our organizations and ripple outward into the culture at large. The importance of this modeling has never been more apparent than now.

The Power of Models and Anti-Models

Opening with a spirit of gratitude, I need to acknowledge the positive influence of great leaders across my career, two of which I mentioned in a recent essay: Neville Isdell at The Coca Cola Company, and Bruce Paynter at Kimberly-Clark. These individuals, and many others like them, have left me with enduring blueprints for effective, humane leadership. Yet, in the same breath, I want to be candid about the negative examples that I have encountered across the decades: those who, through arrogance, incivility, hubris or instability, became “anti-models.” These individuals modeled exactly what not to do.

Rather than merely lamenting these negative influences, I view them as instructive. There is wisdom in learning what to avoid, and in deliberately choosing to “do the opposite” of the “jokers” whose leadership failures cast long shadows. This duality—the presence of both models and anti-models—enriches the legacy of lessons available to any leader willing to observe, reflect, and act.

The Rise of “Anti-Modeling” in Today’s Landscape

I want to pivot in this essay to a broader concern: the proliferation of “anti-models” in the modern public sphere, particularly in politics but increasingly within business. Today’s leadership rhetoric at the highest levels has grown more vitriolic, aggressive, and destabilizing. The danger is clear; as young business leaders witness and internalize these behaviors, they risk carrying them into their own spheres of influence with harmful consequences.

The tendency for leaders to “model” what they see is natural, but when what they see is corrosive, intolerant, and destabilizing, the effect is “deeply dangerous and concerning.” Thus, there is a pressing need to “call out” these trends, to say clearly that such behaviors are not worthy of emulation, and to offer positive alternatives.

Three Habits to Model Now: A Counterpoint to Anti-Modeling

Against this troubling backdrop, I want to share three fundamental leadership habits or traits that deserve urgent modeling. These are not presented as abstract virtues, but as actionable, practical antidotes to the poisonous influence of today's anti-models.

Civility: Returning to the Foundation of Respect

The first trait is civility—a quality that seems almost quaint or outdated in an era dominated by shouting matches and online flame wars. Civility, as the Britannica Dictionary reminds us, is “polite, reasonable, and respectful behavior.” This is not a superficial politeness that glosses over difference or suppresses dissent, but an abiding respect for the humanity and dignity of others.

I lament that the “golden rule”—to treat others as you wish to be treated—has fallen out of favor, dismissed as old-fashioned; yet I argue for its renewed relevance! In organizations and communities where people must live and work together, civility is not optional; it is foundational. I must underscore the dangers of name-calling, derogatory language, and vindictive personal attacks—patterns that have become pervasive and corrosive in today's political and business spheres..

Civility is more than the absence of rudeness; it is the active presence of empathy, listening, and the willingness to engage with difference without diminishing or demeaning. Leaders who model civility set a tone that enables collaboration, creativity, and trust. In so doing, they reinforce the most fundamental of all social principles, one desperately needed today.

Stability: The Anchor in Turbulent Times

Next, I want to highlight stability—a quality whose value becomes most apparent in times of crisis. Stability means being “not easily changed or likely to change,” “not easily moved,” and “emotionally or mentally healthy.” In an era marked by genuine emergencies and manufactured crises alike, stability is at a premium.

I need to draw a vivid contrast between autocratic leaders who generate instability for personal gain and the stabilizing influence of leaders who offer predictability and calm. The memory of leading Bolthouse Farms through the early days of the COVID-19 pandemic brings this concept to life. At that moment of unprecedented uncertainty, the simple act of showing up—consistently, reliably, with a steady demeanor—became a powerful reassurance to the team. . I remember specifically during the summer of 2020 leading Bolthouse Farms and being a consistent voice of daily and then weekly “Virtual Town Halls.” In those early days we had implemented stringent “physical separation” rules, and my “workstation” was at one end of the plant, far from my historic office. Thus, I worked out of a conference room next to a trusted work partner David’s office. I remember so clearly getting numerous notes and emails from team members saying they were happy and reassured “seeing me” on zoom from that same conference room, with the little Bolthouse Farms sign taped to the wall behind me, day after day/week after week. In that time of real crisis and emergency, having me show up on zoom, at first daily then ultimately weekly, was a reassuring sign of “stability” and predictability in a time when nothing seemed stable or predictable.

Stability is not the same as inertia or resistance to change; rather, it is the anchor that allows organizations to weather storms. Leaders who embody stability create environments where people feel safe enough to take risks, confident enough to innovate, and calm enough to persevere. I want to encourage leaders to “find ways to be a calm, stable and predictable leader”—habits that will be recognized and appreciated by their organizations, especially in unsettled times.

Generosity of Spirit: Building Relationships Beyond the Zero-Sum Game

Finally, I want to turn to generosity of spirit—a quality that transcends transactional thinking. Generosity of spirit is “the quality of being kind, understanding, and not selfish,” and the willingness to give, not just of money, but of time, ideas, attention, and care.

Too many interactions today are governed by a “win/lose” logic rooted in a scarcity mindset. I want to encourage Leaders to reject this paradigm. Instead, they should pursue “win/win” solutions, even though such outcomes require effort, imagination, and, above all, generosity. Generosity of spirit means being open with your time, sharing ideas and lessons, nurturing curiosity, and listening deeply to others. It is a refusal to be petty or self-protective. Leaders who embody this quality create cultures of trust, collaboration, and growth. Their influence extends well beyond the bottom line; it shapes the moral and emotional climate of their organizations.

Leadership as Deliberate Modeling: A Call to Action

In closing I want and need to reinforce that now, more than ever, our companies, teams, communities and countries NEED models (not anti-models) to bring better leadership traits to life.” The three virtues outlined—civility, stability, and generosity of spirit—are not abstract ideals but urgent necessities.

Every leader, whether in a boardroom, a classroom, a family, or in political office is a model. Others are watching, learning, and imitating. The choice, then, is not whether to be a model, but what kind of model to be.

I want this essay to be a call to those with influence to reflect on the behaviors they transmit, to double down on the positive traits learned from the best leaders, and to be vigilant in recognizing—and rejecting—the toxic influences of anti-models. It is a reminder that the work of leadership is never finished, that each day brings fresh opportunities to embody and transmit values that will nourish organizations and communities for generations to come.

In modeling civility, stability, and generosity of spirit, leaders do not merely respond to the challenges of the day—they shape the world of tomorrow. The need has never been greater, and the time to take action is now.

"The Seven words that will save your career"!

2025-08-23T14:04:00.000-07:00

The Seven Words That Saved My Career: Lessons from a Life of Gracious Teachers

Reflections on learning, humility, and the power of “I don’t know, but I’ll find out”

We all have teachers who shape us—not just in the classroom, but in the winding corridors of our lives. Their lessons arrive in unexpected moments, often at times of loss, transition, or challenge. For me, those lessons began early, after my mother passed away when I was just 13. In the vacuum her absence left, my grandmother—Mama—stepped in, offering not just comfort but wisdom, the kind that roots itself deeply and quietly in one’s character.

I’ve written before about Mama’s “Tobacco Plug” and the story of the “Turkey Bag,” pivotal moments that ignited my passion for legacy and storytelling. But she wasn’t the only source of wisdom in my youth. My Aunt Lorraine, my mother’s sister, imparted what would become known in our family as “Aunt Lorraine’s Law,” a principle that’s guided me through countless decisions, both personal and professional.

As I grew older, my list of teachers expanded beyond family, finding new mentors in the workplace. Throughout my career, I was fortunate to work under remarkable leaders who were, above all, remarkable teachers—many of whom I’ve honored in previous essays. One of the most widely read essays on this blog comes features lessons from a former CEO of The Coca Cola Company, (https://fylegacy.blogspot.com/2009/05/teachable-point-of-view.html) and another often quoted story comes from my first boss at Kimberly-Clark (https://fylegacy.blogspot.com/2009/06/authenticity-foundation-of-leadership.html). But one story, from my time as an MBA student at Vanderbilt University, stands out with particular clarity today.

It was the fall of 1984. I was in my second year, focused more on marketing and sales than on accounting, which had always seemed an opaque science to me. That semester, I found myself enrolled in Intermediate Accounting, taught by the inimitable Professor Tim DuBois. Now, “character” is too mild a word for Tim; he was a Renaissance man, as comfortable on stage as he was in the lecture hall—a published songwriter and a rising star in Nashville’s music industry. He’d even penned the hit song “Love in the First Degree” for the band Alabama.

One Tuesday morning in October—October 9th, to be precise, the day after the 1984 CMA Awards—Professor DuBois arrived in the lecture hall still wearing his tuxedo from the night before. Alabama had just won Entertainer of the Year, and it was obvious Tim hadn’t gone home to change, or perhaps even to sleep. He tossed his overcoat onto the overhead projector and, leaning heavily against it, confessed that the morning’s lesson would be brief. The hangover, he admitted, was pending.

But what followed was a masterclass in humility and professional wisdom. “There are seven words that will save your career,” he drawled in his distinctive Oklahoma accent. “‘I don’t know, but I’ll find out.’” We leaned in, captivated. He went on to explain that at some point, each of us would be confronted with a difficult question or a daunting task, and we’d feel compelled to bluff our way through. That impulse, he warned, was a career-ending trap. Far better to admit our ignorance and commit to seeking the answer.

The lesson lasted barely ten minutes, but its impact endures. Professor DuBois gathered his things and headed out, presumably for a well-earned nap. I have since shared his words with hundreds of colleagues and mentees. In fact, I was reminded of them just last week. Over dinner with an investment banker, I fielded a series of intricate questions about a company’s balance sheet. I handled most with ease, but soon hit a wall—a detail escaped me. The echo of Professor DuBois’s voice rang in my ears, and I found myself saying, “I don’t know, but I’ll find out.” Not only did the honesty strengthen our conversation, but it also offered a teachable moment: I recounted the story of that fateful morning in 1984, passing the lesson forward.

The banker, far too young to remember that distant October, was grateful. He planned to share the story with his own team. And so, the wisdom of Professor DuBois continues to ripple outward, shaping generations in industries far from his own.

As you consider your own journey, reflect on your “teachers”—those who have nudged, guided, and inspired you along the way. Find fresh ways to honor them. Share their lessons, not just for nostalgia’s sake, but so their wisdom might light the path for others, as it once did for you.

Sometimes, the most powerful thing we can say isn’t “I know,” but “I’ll find out.” In those seven words lies the humility to learn and the courage to grow—a lesson for us all, no matter where our story began.

The change ( and progress) signified with the ending of "Dial-up" Internet

2025-08-12T06:51:00.000-07:00

Change Is Certain, Progress Is Not: Reflections on Four Decades of Technological and Cultural Transformation

From Acoustic Couplers to Artificial Intelligence—A Personal Journey

The news that AOL, once "America On Line," will soon retire its dial-up service may seem like a minor blip in today's digital landscape. In reality, this quiet ending is a poignant milestone in a vast parade of technological evolution—one that I have had the privilege of witnessing, and at times being bewildered by, over the course of my adult life and 40+ year business career. As I approach my 64th birthday, reflections abound: not only on inventions and obsolescence, but also on the intricate dance between change and progress, and how we find meaning and direction within the whirlwind.

AOL's Farewell: The End of a Digital Era

In about a month, AOL will cease offering dial-up internet access—a service that was, for a time, the very lifeblood of the online world. Dial-up, with its iconic screech and hiss, connected a generation to the vastness of cyberspace. Today, less than 0.1% of U.S. households still use it, but its departure serves as a gentle requiem not just for a technology, but for an era marked by anticipation and discovery. For many, the phrase "You've got mail!" is not just nostalgia; it's a reminder of simpler, slower, more deliberate connections.

This moment has prompted me to look back—not only at AOL, but at the sweeping revolutions that have defined my professional and personal journey. These are not merely changes in gadgets or services; they are shifts in how we communicate, work, learn, and dream.

The Pace and Paradox of Change

When I started college in 1979, the landscape was unrecognizable by today's standards. Imagine embarking on higher education without cell phones, personal computers, the internet, social media, email, text messaging, ride-sharing apps, and the myriad conveniences that now define everyday life. These things simply did not exist. The notion that, in 2025, we carry in our pockets devices more powerful than the mainframes of yesteryear would have seemed like science fiction.

Throughout the decades, I have often remarked: "Change is certain, progress is not." These words echo truer with each passing year. While the pace of innovation is exhilarating—at times, mind-boggling—it is not always accompanied by corresponding improvements in quality of life, equity, or happiness. There is a fundamental distinction between change—the ceaseless evolution of tools, systems, and paradigms—and progress, which is the meaningful, positive transformation of our human experience.

The Mainframe and the Modem: Early Days of Computing

One story from my college years illustrates both the marvel and the madness of early computing. In a statistics class, we were required to master regression analysis, starting with the basics—working out the "Least Squares Method" with pencil and paper. But the real magic happened with SPSS, a software package still used today (now as "IBM SPSS").

Back then, using SPSS was a logistical adventure. We typed our data into a keyboard equipped with an acoustic coupler. After programming our inputs, we would dial a touch-tone phone, listen for the static handshake, and nestle the receiver into the coupler, connecting us to a mainframe computer at Ohio State—over a hundred miles away. Our batch projects were submitted to run whenever mainframe time became available, often overnight. The following day, we would check back for results—or, more often than not, to discover a keystroke error that required another cycle of patience and repetition.

It is literally astonishing to compare that ritual with the present. Today, I can run a regression analysis on my smartphone, in seconds. What once took hours or days is now compressed into moments. This is, without question, a triumph of both change and progress.

Witness to Revolutions

My career has been shaped by a dizzying succession of revolutions—plural with intent. From analog to digital, from local to global, from scarcity of information to its overwhelming abundance. Each wave has brought new tools, opportunities, and challenges.

Consider the workplace: Once, communication meant memos, phone calls, and face-to-face meetings. Now, email, instant messaging, and video conferences have redefined collaboration, but also introduced new distractions and anxieties. Financial services, manufacturing, healthcare, education—no sector has been immune to the relentless march of innovation.

Yet, amid this acceleration, questions persist: Are we more productive, or merely busier? More connected, or more distracted? Does each new technology bring us closer together, or isolate us within our curated digital bubbles? The answers are nuanced, and the relationship between change and progress is anything but linear.

The Advent of Artificial Intelligence: A New Frontier

Today, we stand on the cusp of yet another technological revolution—artificial intelligence. The headlines are filled with speculation, hope, and fear about AI's impact on jobs, business, industry, and society at large. Prognosticators abound, offering visions both utopian and dystopian.

I do not claim to be an "early adopter," but neither am I a Luddite. AI, to me, is simply the latest set of tools to be explored, understood, and harnessed. I have begun to incorporate AI into my work—using it to edit and enhance my writing, to conduct advanced searches, to learn and to question. I am acutely aware that I am in the earliest days of this journey, just as unsure and awed as I was in front of that acoustic-coupler-equipped keyboard all those years ago.

The difference, perhaps, is that I now have the wisdom to appreciate both the promise and the pitfalls of new technology. I know that no tool is inherently good or bad; its value lies in how it is used, and for what purpose. Change is certain, but progress must be pursued, shaped, and, at times, defended.

Finding Progress Amidst Change

So, as AOL prepares to fade into the tapestry of history, I am reminded that the true measure of any technological revolution lies not in its novelty, but in its capacity to serve human flourishing. The tools we invent and adopt should expand our possibilities, deepen our connections, and enrich our lives—not merely accelerate our pace or multiply our distractions.

As I move toward another milestone birthday, I do not wish to be absent from the journey ahead. I want to remain curious, adaptable, and engaged—to keep questioning how each wave of change can be transformed into genuine progress. The revolutions of the past forty years have been incredible, and those still to come will be no less so. My hope is that we all find ways to steer these changes toward a future that is not just different, but better.

In the end, perhaps that is the greatest lesson of a life spent amid technological upheaval: that while change is certain, progress is not—but it is always within our reach, if we are willing to seek it out, shape it, and share it.

postscript: you might notice a change in the font/layout/use of color in the essay above vs some of my past postings.... yes indeed an outcome of me using an AI tool to take my original essay and suggest edits based on grammar and on techniques to help readability on a blog platform... a helpful tool indeed!

Leadership Pride from the “sidelines”

2025-07-29T03:45:00.000-07:00

Let me begin by expressing just how proud I am of the teams at Butterfly Equity and Generous Brands. The recent announcement of their deal to acquire Health-Ade truly brought a smile of pride to my face. This acquisition expands an already impressive platform of better-for-you refrigerated beverage brands and fulfills a vision we first embraced when we repurchased the company from Campbell’s in 2019. Back then, the business was facing serious challenges on both top-line and bottom-line performance, and we knew we’d have to rebuild the team, stabilize the CPG and retail fresh carrot businesses, and carve out the company from Campbell’s before we could pursue any larger strategic opportunities. Of course, none of us could have anticipated that Covid was just around the corner.

Yet, I am deeply proud of how the team united through the pandemic. They not only weathered the storm but emerged stronger, never losing sight of the major strategic priorities: splitting the historic company into two distinct, focused entities and expanding the robust refrigerated beverage platform with new brands. These were ideas conceived in 2019 … and now, they are realities.

When I retired early last year, as we took steps to split the company into its two natural businesses (one focused on retail fresh carrots, the other on CPG brands and products), I had a chance to step back and observe how both independent teams would perform. While it was sometimes difficult to be on the sidelines rather than on the front lines, it has been a genuinely rewarding “legacy moment” to watch leaders—some I’ve worked with for years and others I helped bring on recently—rise to meet new challenges and seize fresh opportunities. None of these moments have been more significant than the acquisition announced last week.

With a career now spanning over four decades, my hope for the next chapter is to experience more of these “legacy moments,” seeing great leaders and their teams make meaningful impacts across the business world and leave lasting legacies of their own. Rather than leading from the front, my focus is on coaching, mentoring, and advising from the sidelines—always ready to support the teams I admire so much.

Noting that I rarely include last names in my essays, I feel compelled to recognize the exceptional leadership, vision, and influence of Adam and Jeff. Their relentless drive and steadfast dedication were instrumental in making this deal happen. I also want to shine a light on the remarkable team of Phil, David, and Todd—brilliant operating executives at Generous Brands whose expertise and collaboration have truly laid the groundwork for this achievement. Over the course of my career, I’ve had the honor of working with many gifted individuals, but these five stand out as Generous Brands charts its course toward new opportunities. I am deeply grateful for their remarkable impact, and it fills me with pride to cheer them on from the sidelines.

Leadership requirements for a very challenging world!

2025-07-08T12:43:00.000-07:00

Over the years (now more than 16 years) since I started posting essays on this blog, I have intentionally steered away from partisan political topics. In our ever more stratified world and country, I have worked to be a voice sharing thoughts about lessons of leadership and life. stories, insights and experiences (literally printed on the “masthead” of my blog) that would resonate and connect to readers across countries, continents and political affiliations. Today I turn my attention to the path ahead in this country (and I suspect it will have broader application) and what I see as a “requirement” for leaders working to be agents of progress in a challenging world. While my data source may seem partisan, my intent is to use the FACTS of today to push us as leaders to be mor effective in light of the challenges of tomorrow.

Last week, right before the holiday the house passed the budget bill that had come back to them as part of the “budget reconciliation legislative process” from the senate. The FACTS of the bill are stark and have been widely reported…. Including extended tax cuts for wealthier Americans, budget increases for Defense and ICE, with large budget cuts in SNAP and Medicaid… all resulting in a significant increase in the budget deficit and an expansion of our National Debt. What has been equally well reported is the broad unpopularity of the bill captured in polls taken across the last month or so featured below. While its a dangerous idea to try to lead and govern a country based on polls of the moment, this is a brutal picture that shows just how unpopular this bill is across a wide range of individual polls and polling methodologies.

My purpose for this essay is not to complain about this bill or prognosticate on the implications of the budget moves (there is plenty of that going on in the media currently.) My intent is to share a few thoughts that have struck me on how I need to act/operate as a leader today in light of the FACTS of the budget and our current landscape and encourage other leaders to join in thinking about their approach as well.

A few key ideas/themes keep resonating as priorities going forward… and here are three that I am currently working hard on implementing:

Clear Eyed:

We live at a time of incredible and accelerating change. Historic global norms, alliances, business models, tariff plans, tax policies, supreme court rulings emerge and fall by the wayside daily and it’s difficult to keep up with the barrage of headlines announcing the latest dynamics. In this context, I am working to stay current and accurate with the facts at hand while also working to NOT get whip-sawed by the histrionics being applied to these moves by any political party or orientation. It’s why I used the spelling of “FACTS” in capital letters above as I commented on the recently passed budget bill. While the potential implications are always important to consider… it’s the “FACTS” that are in the bill that will be most important to “see” clearly. Now more than ever I am focused on that “clear-eyed” approach and am working hard to bring that to life daily.

Positive/productively focused on tomorrow

I have always “joked” that we were just trying to “make tomorrow a little bit better than yesterday” as a way of describing my focus for the business/team/organization that I was involved with at that moment. While a historic “joke,” that admonition seems like a “stretch-goal” in today’s reality. Considering the challenges that are emerging from so many facets of life, it’s difficult to keep “working on tomorrow” with a positive/productive tone. Regardless of the challenges and pressures, I know I need to keeping working on my “positive/productive” headset and to keep my focus and action on ways to improve the ‘tomorrows” for all of us!

More resilient than ever

Recently I posted an essay on the topic of resilience ( see more at, https://fylegacy.blogspot.com/2025/06/resilience-vital-priority-for-leaders.html) The idea was to reinforce that for leaders that “resiliency” was a very important characteristic, centered around the definition of “the capacity to withstand or to recover quickly from difficulties; toughness.” This idea that we need to “recover quickly” seems truer and more relevant today than when I posted that essay just a month or two ago. I am focused on how I can bounce back/ “recover quickly” from challenges and issues that arise.

As we face the dynamics and challenges that lie ahead… either in your specific challenging business landscape or in the wildly changing political world…. keep these three ideas in mind. While certainly no panacea, I believe that these three “leadership requirements” are more important today and in the days ahead than in any time of my now 40+ year business career and professional life.

The ultimate demonstration of power is to give power away.

2025-06-20T10:41:00.000-07:00

It is with humility and an awareness of the “unpopularity” of this topic that I begin today’s essay. Here in 2025, in a world torn apart by war, mis-trust and strife… and in a nation deeply and often violently divided on ideological/partisan lines, it’s hard to imagine that I would suggest a leadership concept that DID NOT build on the concept of the dominating strength of an individual leader. I am explicitly suggesting that by looking at history and seeking models in today’s landscape we can learn the truth to the idea that the “ultimate demonstration of power is to give power away.”

As is often my bent, I take a page from history and look to the end of the American Revolutionary war in 1783. Having defeated the British army at Yorktown and signed a peace treaty officially ending hostilities, thus forming the United States of America as a new world nation, it was unclear how power, specifically the executive power of this new country would be established. The following is a quote from the Maryland state archives,

“At the end of the Revolutionary War, many people in America and Europe thought Washington would retain the reins of power to become the leader of the new nation, or even king. When told by the American artist Benjamin West that Washington was going to resign, King George III of England said "If he does that, he will be the greatest man in the world."”

This comment from King George III of England from that time is at the center of my premise… that by walking away from power, by giving it “back” to the infant federal government Washington would be the “greatest man in the world”… simply by taking the action of “giving power away.” While an incredible historic moment in 1783, it was one repeated later that century when Washington “stepped down” as President after his second term, leading to our first “presidential election” which was a hotly contested one (ultimately won by John Adams) in 1796. Though being asked, encouraged and at times “coerced” into a third term, Washington once again had the strength and conviction to “give power away” and not serve a third term as President, thus retiring to Mt. Vernon where he passed away soon after in 1799. The picture above, hangs in the Rotunda of the U.S. Capital shows General George Washington resigning his commission at the end of the war. While a historic depiction of the actual event, it has tremendous symbolic meaning reinforcing the primacy of the civilian elected officials of congress over the power of the military, and the central foundation of that congress rooted in the U.S. constitution… a history lesson well worth remembering today in the light of the recent “No Kings” rallies across all 50 states!

As I mentioned in the first sentence above, this concept of “giving power away” as an act of power certainly seems foreign in our political landscape today; equally rarely see it practiced well in the universe of business. Business leaders are expected to be decisive, have all the answers, be clear thinking in times of uncertainty and to somehow “divine” the future trends coming at a business regardless of industry country. It is in this context that I often go back to the quote from Warren Buffet below.

His comments about the idea that “True power is about sitting back and observing things with logic. True power is restraint.” rings so true to me and my personal leadership journey. “True power” emanating from restraint is so hard to achieve, especially in times of uncertainty and crisis. “Sitting back” and working to logically understand the situation at hand WITHOUT EMOTION is so key to leading an organization through challenging moments…so key to being truly powerful as a leader FOR the enterprise that is being led.

Take a few moments when you can to find ways to “give power away” and look for avenues of impact within your organization ( or colleagues outside of your team) where those actions of “restraint” can have a powerful productive impact.

postscript: a quick note to say thank you to the readers of this blog. Last week the blog hit 200k+ page views with 289 essays posted on line. what started out as fulfilling a request for a friend to "post a story or two," the blog now has a life of its own and I am incredibly humbled and thankful for your readership!

“Resilience” ... a vital priority for leaders!

2025-06-03T09:31:00.000-07:00

I had the real pleasure to recently attend a conference convened by a VC firm that I have been working with over the past year. Across my 40-year career (I know… that’s quite a few conferences!!) I have attended or spoken at innumerable events… but few more challenging, thought provoking or compelling that this event held in Chicago last month. The host organization identified four major global trends/dynamics that are facing companies, countries and communities broadly, and brought in world level experts in their fields to talk candidly about where the world stood on these topics and what issues were to be faced in the years ahead… nothing candy coated…with voices across the political spectrum to reduce partisan bias… and while each topic was exceedingly challenging, the confluence of the four literally took my breath away!

Four Major Global trends

· Climate Change: Assume global warming continues its upward trend

· AI: the explosion of AI across industries/roles and the increased energy demand associated to its expansion

· Geo-Political Realignment: the ascendency of China and the “re-alignment” of global alliances vs post WW II models

· Decline of the U.S. Dollar as “sole/primary” global reserve currency and the impact of a widening U.S. deficit

I am not going to try to summarize each point, of to explore some of the side discussions that centered around areas where the four trends interacted/collided… instead I want to share how I “FELT” as I headed to the airport to fly home. Intellectually energized, and professionally challenged are beyond understatements… but I kept thinking how we need to work on ( build, enhance, help, guide, teach,” you name the appropriate verb) our companies, our communities, our teams, our families to be stronger, more durable and ultimately more “resilient” to face the incredible challenges ( and opportunities) that lie ahead! My core takeaway from the Chicago conference was our need to be “resilient-centered” leaders, teachers, and parents!

Dictionary

Definitions from Oxford Languages · Learn more

re·sil·ience

/rəˈzilēəns/

noun

the capacity to withstand or to recover quickly from difficulties; toughness.

"the remarkable resilience of so many institutions"

2. the ability of a substance or object to spring back into shape; elasticity."nylon is excellent in wearability and resilience"

I began digging into the idea that it was naïve, and actually dangerous to try to “wish away” or ignore the challenges coming our way. Our focus should be on how to “avoid” the problems ahead… but how to “recover” or “bounce back” from what will certainly be tough years (maybe decades) ahead. This orientation around resilience in leaders is one that I haven’t thought about deeply before and certainly not one that I have tried to coach/teach or recruit for… but now is center to my focus. Too many times, we have recruited/promoted young leaders because of their achievements and successes (seems logical) NOT because of the biggest challenges/problems/issues they have faced. Our focus in on the “good-stuff,” not how big of an issue/challenge/problem have they “sprung back” from across their career. This “resilience orientation” was top of mind for me coming out of the professional conference in Chicago, but it made me think about how to build a “resilient” leadership culture in a company or in a culture.

Its hard to visualize but imagine scrolling through “Linked In” on a random day, and rather than seeing post after post of exciting new roles/achievements/accomplishments/etc., one would see highlights of leaders/teams facing significant challenges, and recovering/bouncing back in great fashion… learning lessons on how to recover and be “resilient” in the face of challenge/dilemma. A different landscape than today… a “resilience centered” landscape that we need to work towards regardless of industry, company or culture.

You might wonder at this point of the essay what the picture above has to do with the theme of “resilience.” The picture is from a recent family vacation and has our kids Bryson and Marie (along with their “significant others” Meg and James) at the beach and in the surf with yours truly sitting under an umbrella on the sand. That morning the surf kept growing… the waves getting larger... and the “kids” handled the changing landscape brilliantly! They first jumped over the coming waves, at times they “body surfed” them into shore, and at times they dove below the breaking waves to come out the other side…the waves were coming and getting larger…there was no stopping that… but how they handled them kept changing and expanding… their “resilience” kept growing as conditions changed.

Coming our of that conference, I am “chewing on” this idea of “resilience” and I know I will be processing it for some time…I am looking for ways to build my personal “leadership resilience” and I hope that you can find ways to build your “resilience” ( and the “resilience” of your teams) to face the challenges that most certainly lie ahead!

Innovation can come from some surprising "corners".... be ready and be open!!

2025-05-01T04:00:00.000-07:00

It may seem odd that I touch on the topic of "Innovation" and use heirloom tomatoes as my inspiration. It is from this "surprising corner" of our garden this spring that I am reminded of the unusual and unexpected sources of "Innovation," and I want to encourage leaders to be open, willing and ready to be surprised as innovative ideas/products/processes show up on their radar screens.

I have been an avid gardener my whole life and come from a family of very keen gardeners. My paternal grandmother ( "MaMa") kept a large garden for decades, canning green beans, pickles, stewed tomatoes and other treats that she grew herself. My brother is a master gardener, and produces an incredible array of fruits and vegetables every year. As for me... a self described gardening "novice," my focus is on tomatoes... and specifically two varieties of heirloom tomatoes. One variety has been raised in my family for decades... certainly more than 50 years... and maybe longer than 75. MaMa raised them for years in her garden, then my father kept up the tradition, then passed the seeds along to my brother and me. I have raised them for more than 25 years and have shared the seeds with friends and fellow gardeners across the globe. Its a determinate ( only grows to a limited height) tomato plant, with serrated leaves, that puts off orange "tennis ball" sized fruit that show a faint pink stripe when ripe... I call them "MaMa's old stripers." The second variety was given to me by the parents of my childhood friend Dave Carfang. This variety has been grown by his family or ours since the mid 1970's, and is an indeterminate ( grows to an unlimited height) tomato plant, with smooth edged leaves, and produces very large pink fruit... sometimes between 1-2 pounds per tomato... and we call them the "Carfang big pinks." Every year I keep the seeds from one exceptional tomato from each variety, prepare them and set them aside for the following season. This year that process has produced some unexpected outcomes... an unexpected "Innovation"...that I only recognized once the seedlings were transplanted into the garden.

The picture above is of this "unexpected innovation" which came from the seeds of a single "Carfang big pink" from last summer. It's tall, growing well and the same height as the other "big pinks'... but it has serrated leaves..just like the "old stripers!" Over the decades that I have been growing the "big pinks," I have never seen this phenomenon... this permutation.... this "innovation" before! The first picture below is of a small "old striper" in the garden today (note the height and serrated leaves) and the second one is of a "big pink" plant, also in the garden today(note the height and the smooth leaves.) I have no idea what this "new tomato plant" will produce, or whether it will actually bear fruit this season.... but I can't wait to see!! I knew that heirloom tomatoes (unlike hybrid varieties) are open pollinators and could be "open" to cross pollination... I just had never seen it before and was certainly not setting out to create a new varietal!

I will keep everyone posted on the progress, and hopefully the fruit, of this new tomato variety... but I share this story to make a point. I have been gardening for decades... and my family has been "in the garden" for more than 100 years for sure.... and this little "new" tomato plant has blown me away! In that same spirit... as leaders of businesses, organizations and teams I want to encourage each of you to be ready to be surprised by innovations in areas that you thought you knew very well... areas that you have worked on for years or maybe decades. Be ready... be open ... be flexible for the innovations happening in "your gardens" right now and enjoy the process and get excited about the unique/unexpected examples of "Innovation" that may surprise you when you are least looking for them!

Leaders leading leaders

2025-04-21T07:42:00.000-07:00

Over the past few weeks, I have found myself in various conversations with several friends, most of whom are currently leading companies or large teams and the topic of “Leaders leading leaders” keeps coming up. In one of those conversations, I was asked if I had written an essay on this topic, and if so, could I shoot it over. After a quick check of the 285 essays that are up online (hard to imagine that I am creeping up on 300!!) while I have covered the topic of “Leadership” a ton, I have NEVER explicitly talked about the unique reality/responsibility of “Leaders leading leaders.” As one grows in their career, you often start as an individual contributor, having your personal impact in your assigned role, building skills and understanding about the role, the organization, etc. Over time, you might be promoted to a team leader… leading individual contributors and starting to build your craft as a leader. The reality is with success, team leaders advance and start becoming leaders of larger teams, departments or organizations and ultimately starting to become “leaders of leaders.” This dynamic is a crucial and important step and is often fraught with challenge and often failure… I hope that the following three ideas/concepts may help you navigate this career progression step with grace and impact.

Looking back over my archive of essays on leadership, there are three that I want to utilize as foundational to the idea of being successful as a “leader of leaders.”

Authenticity: The foundation of a leader. Let’s go back to 2009 and the lessons from my old boss from Kimberly-Clark, Bruce Paynter. Bruce was diagnosed with ALS in 2008, and I have the chance, and the honor to spend a lot of time with him and his family in 2009 up until his passing that July. Bruce had a huge impact on me when I worked for him in the mid 80’s and those months/weeks and days I had with him before he passed are still fresh for me and alive with insights. Just a few weeks before he passed, I was in a hospice facility with him, and he wanted to talk about this idea… that “Authenticity” was the foundation of a successful leader. You can read more about that moment in the essay from 2009 (https://fylegacy.blogspot.com/2009/06/authenticity-foundation-of-leadership.html) but in my experience, this idea is so deeply true. First and foremost, as a leader YOU need to work hard on YOUR authenticity… ensuring that your words and actions are aligned along the “rail of authenticity” that Bruce described. Then, and only then, can you help your direct reports who are leaders find THEIR own authentic voice, help them align their words and actions closer to the “rail of authenticity, helping them with the work of being open and authentic broadly to their organizations.

Leader as teacher: Over my 40-year career (another “hard to believe” number) I have had the chance to work with some very impactful and inspiring leaders across organizations… and this lesson comes from a former CEO of The Coca- Cola Company… Neville Isdell. In 2004 as he returned to the company, he led an effort that he called “The Manifesto for Growth,” working to re-energize the company and the broader global bottling system into a period or rejuvenation and “growth!” I had the chance to be part of that process, working with about 100 other Coke execs from across the globe… it was an intense, exhausting and energizing ( yes those two ideas go together) process; the output was excellent and very productive. In one specific session, Neville pushed us as leaders to not wait to be told what to do… but to have a unique point of view. He stopped himself in mid-sentence… correcting himself to say no, not just a point of view… I need leaders who have a “teachable point of view!!!” you can read more here (https://fylegacy.blogspot.com/2009/05/teachable-point-of-view.html) but this idea of “leaders as teachers” is the second concept that I want to highlight. As you grow in your career, wanting to have a broader and stronger impact, your role as a leader is actually limited by your physical capacity for output if you think of yourself as a singular communication point. If you think of your leadership model as a teacher… touching/teaching/impacting a multitude around you it allows your impact to grow exponentially…. Especially if you start affecting the leaders around you to be “teachers” as well.

Three impact points of leadership: My final concept to help “Leaders of leaders” is based on a very simple principle depicted here.

The idea that as a leader you are ALWAYS working the “three impact points” (https://fylegacy.blogspot.com/2009/03/three-impact-points-of-leadership.html) but they are not always in this order! Sometimes focusing more on inspiration, sometimes more on education, sometimes more on direction. An effective leader is ALWAYS toggling this triangle and rethinking each of the impact points for every interaction. “Leaders of leaders” do this on two levels… in one vector you are approaching your team, your reports and your organization and determining the focus areas and the needed alignment of the three impact points. You are also helping your direct reports who are leaders think through THEIR use of the three impact points…. THEIR approach to THEIR teams… coaching them on ways to “inspire/educate/direct” that are authentic for THEM!!

As “leaders of leaders,” I hope you can use these three ideas with your teams. As I reflect across my career, I often go back to these three concepts (Authenticity/ Leader as teacher/Three impact points of leadership) as foundational lessons for me as a leader … and core ideas that help me be a better “Leader of leaders.” My hope is that these ideas are helpful to you and that you can bring them to life so that they are productive for you and your organizations today!

Leaders...nourish your spirit!

2025-04-01T03:14:00.000-07:00

It may seem like an odd topic to highlight, but I have had a number of conversations with friends/associates recently that have brought this issue front and center. The mixture of "normal" business issues, combined with fast changing economic trends, credit market fluctuations, global tariff challenges and (for many) a dizzying amount of political dynamics/stress/conflict in Washington and across the globe has increased stress, anxiety and uncertainty for leaders across the board. New headlines emerge every day... sometimes every hour... that seem to promote stress and unpredictability in markets all over the world and certainly in businesses closer to home. Its in this stress-filled context that I am suggesting that we as leaders NEED to think about and take actions that help to promote our own stability and well being... find ways to "nourish" our own spirits!

With this background set, it probably seems odd that I highlight a restaurant ( pictured here) in

Bakersfield California... my dear old 24th st. Cafe! During my time at Bolthouse Farms... 2009-2015 and then again in 2019-2024, I spent a lot of time in Bakersfield California and became very fond of that rough and tumble town. Very similar to the world I grew up in outside of Pittsburgh Pa., Bakersfield is a working class town, filled with a very diverse set of hard working folks, mainly working in the Ag & Oil industries, proud of their town and heritage regardless of what others may say. During my second stint with Bolthouse Farms, after buying the company back from Campbell's, I commuted from Atlanta to Bakersfield almost every week and ultimately kept an apartment on the far west side of town. The business challenges for all of us buying the company back, carving it out of Campbell's, and reversing massive revenue and profit declines were extreme... and that was without us knowing that Covid was lurking 9 months in our future. The stress and challenges of leading Bolthouse Farms through Covid were certainly the hardest of my career, and probably my proudest professional accomplishments without question.... but my stress was sky high and my spirit NEEDED nourishing !

The 24th cafe was a favorite breakfast haunt before Covid, but after it re-opened it became a regular stop on my early drive to the plant. Opening at 6am, many mornings I was one of the "early shift" at the restaurant, sitting down at the counter getting my coffee, ordering breakfast and catching up with Crystal and Donna... both who worked early every morning. This routine was not just a way to "grab breakfast"... it became an important way for me to get set for the day of unknown challenges that would lie ahead... nourishing my spirit along with my body. While I loved the food and miss it now that I have retired, I look back to those early mornings at the counter and am so appreciative that it was there for me... a quiet spot where I could be strengthened for the day ahead. That memory... that reality is needed now for so many of us just like it was needed for me back in 2020-2023.

One reality for leaders across industries and organizations is that we are always so visible. Our organizations watch and listen to us so closely... whether in live settings, and on "zoom calls." I was floored recently when someone on a zoom call who I have worked with for years noted that I had moved a few books and a hat on the shelf behind my desk in my home office. They had seen me on zoom for years and actually were somehow tracking what was in my background. It was a good reminder that leaders are so visible in so many ways; sure the books and hat that I had moved were noted, but it reminded me that other less "physical" changes are also often seen by our teams. A leader's stress, anxiety, shortness of temper, etc. are all easily seen and felt by an organization and while I will NEVER advocate being in-authentic as a leader... I am advocating that we need to take action to manage ourselves... manage our stress... and to nourish our spirit when we are "feeling the challenges" of the moment. By nourishing our own spirit, we are inherently nourishing the spirit of the entire organization.

This idea also translates into personal relationships. Recently we had some dear friends over for dinner, and after the meal we sat together and the conversation veered to today's political reality. While I don't use this blog for personal political ends, I am never shy to share where I stand on things and I joined in with the conversation where all four of us were beyond angry/frustrated/worried/discouraged with what is happening with the current administration in Washington. After sharing frustrations and examples of the "latest abomination"... Global tariffs and an emerging trade war, Greenland nonsense, CDC defunding, Elon Musk antics in Wisconsin, destabilizing relations with historic allies, and the list kept growing... we took a breath ( or two!) and talked about what we can and should be doing right now in opposition to this Washington chaos. We talked about supporting legal groups taking action in the courts to slow/stop/reverse a number of the actions being led by the administration. We discussed the importance of the mid-terms and special elections and the need to work/support key candidates in key toss-up races. Finally, I suggested that we needed to "nourish our spirits" for the battles ahead.

Yes it's a crazy time right now, but odds are that it will be even crazier in the weeks and months ahead and that we need to be ready and strengthened for the fight ahead. Just coincidentally I had baked sourdough bread that morning and I cut our friends a big piece of the loaf to take home and suggested that it would make great toast in the morning...a way to"nourish your spirit to start you day." While not quite exactly like sitting at the counter at the 24th st. Cafe, the idea is the same. Find ways to protect and strengthen your spirit for the challenges ahead... whether in business, politics or broadly in life.... find your 24th st. Cafe, your sourdough toast or whatever is best for YOU as a way to strengthen and nourish your spirit.

postscript: here we are just a few days after posting this essay and all I have to say is "Wisconsin has spoken"... and the trade wars have begun. Musk's efforts to "buy" the Wisconsin state supreme court election has failed completely and The President's unilateral "highly regrettable" (a quote from the Japanese Prime Minister) tariffs have been deployed causing a dramatic negative global market reaction. It is a wild ride indeed and is clearly going to get wilder before it gets calmer.... and we need to be a strong, resolute and as clear-eyed as possible... I am working hard to "nourish my spirit" for the battles ahead and I hope you do the same!

“Legacy” requires action !

2025-03-20T07:35:00.000-07:00

With a blog titled “Find Your Legacy,” it’s not difficult to uncover the plot of my story. For the past 16 years, 275+ essays, and over 180k pageviews I have been focused on this idea from many angles. Literally 20 years ago, in the spring of 2005, I published a “little book” with this title as a leadership “training tool” when I was an executive at The Coca- Cola Company. I have been thinking about, speaking about, and writing about “Legacy” for decades now and I keep learning new lessons on the topic and a call I received last week shed new light on that exact issue. To maintain confidentiality, I will use “L” rather than the actual name of the caller.

Early last week, my cell rang and out of the blue I saw that “L” was calling. “L” is an executive at Bolthouse Farms whom I have known for many years and whom I worked closely with when we bought the company back from Campbell’s in 2019. I literally hadn’t heard from her since my retirement party in Bakersfield, late January 2024, and I wondered if everything was ok. Quickly “L” assured me that all was well with her, her family and her professional life and that she was calling just to say “thanks,” and candidly I hadn’t a clue at that second what I should say “your welcome” for!! She reminded me that back in 2021/2022 she met with me several times to work on an area of her development plan that she struggled with … she hated speaking in public. I remembered us working on a number of her presentations, role playing in different settings and different group/audience sizes and I remember her making good progress in our work sessions. She shared on the call last week that she had taken those early “lessons” and kept working on this area, and that just recently she had become the head/chair/president of the “toastmasters chapter” at the company and that she wanted to share that news and say thanks. I was floored, humbled and so proud of “L”, now head of the “toastmasters chapter” … and starting from those humble “lessons” behind the admin building at Bolthouse Farms.

I was so touched by her call, so proud of her and wished her the very very best as we hung up the call last week. Clearly a moment of “Legacy” alive in world today… but a “Legacy” story that had a clear reminder to me personally. I thought back to those early “lessons” with “L” and remembered that the reason we met outside behind the admin building was that we were in the heat of Covid and beginning the process of trying to vaccinate (on site) the employee population. It was incredibly stressful, and an incredibly busy time (business results were getting shaky as well) and I remember back to 2021 wondering whether I really had time for the “lessons” with “L.” I was commuting to Bakersfield from Atlanta on top of it all and I came close to NOT being available for those “lessons,” NOT being generous with my time, NOT taking action to pass along a little “legacy” that might help the next generation of leaders at good old Bolthouse Farms. I came close to really blowing it… and thankfully I didn’t!!

Even after all the years, decades, essays and speeches I am reminded once again that OUR legacy that we leave behind every day is based on our ACTIONS…. not our INTENTIONS! WE need to continue to work on our actions and find ways to ACT generously as leaders, look for ways to leave our legacy… or maybe just have time for a few “lessons” outside behind the admin building … with our teams today regardless of the pressures/challenges of the moment!

Work the “problem” not the “worry”…

2025-03-06T06:51:00.000-08:00

The challenges of business, and life more broadly, can at times seem overwhelming. As we close out calendar Q1 2025, the changing landscape of consumer demand, industry disruptions, global tariffs, expanding federal layoffs, uncertain global alliances, and literally the list goes on and on. Every week… and sometimes every day ( every hour??) there are announcements and updates that make all of us take a step back and wonder/worry about the path ahead. We ask ourselves, our families and our friends a myriad of unanswerable questions. What if the administration shuts down this agency or that department… what if the economy goes into a minor/major correction…what if layoffs hit our family or company…etc…??? The questions, the fears, and the “worries” seem to expand and its hard to know which way to turn, or what action to take next. Candidly, when surrounded by fears/worries its common for all of us to get into a sort of “spin” where the worries take over and productive “forward focused” action seems elusive.

Recently, I was in a conversation with a good friend and work colleague who seemed surrounded by business concerns/worries. While the business is flourishing, the competitive pressures, customer requirements and board expectations are all increasing. Add those business dynamics to todays’ uncertain political and economic landscape, and the conversation became centered on a growing list of “worries.” After a few minutes of empathetic listening, I blurted out (in full “rainman” style) “you need to work the problems, not work the worries.” My odd outburst stopped the conversation’s direction immediately, and I was asked what I meant by “work the problem, don’t work the worry?”

I shared that I TOTALLY understood and shared in the anxiety/worries that this person was facing. It is a crazy time and its hard to determine which way to turn, or what action to take on any given day, or at any given hour! In my experience I have seen moments of massive uncertainty before… I think back to the attack on 9/11, the global financial meltdown of the great recession in 2008/2009, the onslaught of the Covid pandemic in 2020, or the January 6, 2021 insurrection at the capital to name just four! In each of these incredibly intense, world-shaking moments the fears/anxieties/worries seemed insurmountable… yet here we are. In each of those moments, I had leadership roles in businesses that needed my immediate attention and focus…. and action! In each of those situations I needed to refocus myself on the real problems/challenges/issues that we were facing and “work the problems!” Yes the worries were still there… yes I still had fears and anxieties (and probably didn’t sleep very well during those days of crisis) but I worked hard to put the worries to the side and work the problems at hand.

In my conversation, I shared a few stories from the past and specifically talked about how it felt to be leading a large company through the first few months of covid. There was no playbook… we didn’t know what to do… there weren’t any vaccines as of yet… it was so scary and yet we needed to work on two basic concepts… keep the business running and make the workplace safer that our employee’s homes. Those two concepts… those two “problems” became our complete focus and it actually allowed our front-line leaders to focus in as well on those two ideas for their departments and their teams… and it worked! Yes, the fears and anxieties were still there and yes, the madness of that moment would persist for months (and years), but the focus on “working the problems” at hand really helped us find our way thought those VERY uncharted waters!

Just as I shared with my work colleague, take a look at your world today, and I am sure that worries abound. Its natural and understandable. Work hard to find a way to put the worries to one side, and work on the core problems that face you as a leader today… and work to focus your teams energies toward productive problem solving, vs spinning on the worries/anxieties that surround us all.

I have known her for my entire life and will miss her forever

2025-02-16T07:26:00.000-08:00

It is with a heavy heart this morning that I pass along the news about the passing of our dear "Aunt Lorraine." Lorraine has been a large, loving and powerful presence in my life for the entirety of my 63 years and I will miss her dearly and deeply forever. I share this news here because over the years I have referenced her across numerous essays, and probably the widest read story being the one focused on her now famous "Aunt Lorraine's Law" ( https://fylegacy.blogspot.com/2009/03/aunt-lorraines-law.html)

Below is the obituary that I drafted yesterday, and that we are posting this week. Join me in remembering her smile, her generosity, her recipes, and more broadly her legacy.

Lorraine Ann Wark Diamond
January 19, 1933 – February 15, 2025

Lorraine Ann Wark Diamond, 92, of Tom’s River, New Jersey, passed away on February 15, 2025, after a long and fulfilling life. Lorraine was born on January 19, 1933, in New York City to Fred and Kunigunda Wark. She was the beloved sister of Arline Marie (Wark) Levisay and the cherished aunt to Mark, Bill, and Alice Levisay.

Raised in Brooklyn, New York, Lorraine attended PS 104 (The Fort Hamilton School) before graduating from high school in 1954. She earned her Bachelor of Science degree in Home Economics from The Pratt Institute in Brooklyn. After completing her education, Lorraine began her career at General Foods Corporation before joining the world of advertising at Young & Rubicam (Y&R) where she ran the test kitchens. For over 30 years, she worked at Y&R’s 40th and Madison offices alongside her friends, Audrey Wardly and Barbara Badyna, and her husband, Alfred Diamond.

Lorraine lived for many years in Baldwin, New York, with her parents, Fred and Kunigunda Wark. After their passing, she married Alfred Diamond in 1975, and they enjoyed a loving marriage until Alfred's passing in 1994.

An avid traveler, Lorraine explored many corners of the world, with a special fondness for Zermatt, Switzerland. After retiring from Y&R, she moved to Tom’s River, New Jersey, to be closer to many of her dear friends including Audrey Wardly and Herbie Smarro.

Lorraine was an ever-present and supportive figure in the lives of her niece and nephews after the death of her sister Arline in 1974. Known affectionately as “Aunt Lorraine,” she was a constant source of love, humor, and strength. Her independence, sassiness, generosity, and caring nature left a lasting impact on all who knew her.

Lorraine will be deeply missed and forever remembered for her sharp wit, loving spirit, and dedication to family.

In lieu of flowers, the family kindly asks that donations be made in Lorraine’s memory to Lutheran World Relief.

"Do Fewer Things Better: redux.... a focus on executional excellence!

2025-01-17T07:03:00.000-08:00

It was over 12 years ago that I first posted an essay focused on this idea of doing "fewer things better." you can see the original essay here. ( https://fylegacy.blogspot.com/2012/09/do-fewer-things-better.html) Here we are today in early 2025, in what seems like a really different world form 2012, new roles/companies for me, new technology dynamics with AI exploding, new global political dynamics... and yet this simple idea continues to reverberate in my thinking and the requirements for leaders to get A LOT done continues to grow. Getting "A LOT" done is not my focus here... my desire is to talk less about how much we are getting done, I will not celebrate the phrase "I am multitasking my brains out" in this essay! Quite the contrary, I will be centered on the quality of our work as leaders, and the executional excellence of our companies/teams/organizations.

One reality that is common for me today as it was in 2012 was and is feeling very lucky to be part of high growth organizations. Its in that context that I wrote,

"I have had the chance to be part of a very dynamic, high growth company, working closely with a group of very inspired, motivated, and talented individuals. One reality of a high growth environment is that the scale and challenges of the business are often out-stripping the capabilities and capacities of the organization. Unlike many big companies that go through their every 2-3 year “reorganization” cycles, looking to cut costs when they can’t find/create real top line growth, we are constantly feeling the need to have the organization “catch-up” to the changing needs/challenges/size of the business. Because of this growth dynamic, individuals and teams are often stretched as their markets/customers/brands accelerate. This reality spans functions and departments all across our company, and mine is no exception."

This idea that "individuals and teams are often stretched" beyond their current capabilities and capacity as they grow is exhilarating and nothing new. As leaders we need to realize this and navigate a tough balancing act... to drive for growth and to build the capabilities and capacity of our organizations AND execute with excellence. I push myself to not fall into the trap to think that this is an either/or dynamic.... we can grow a ton OR execute brilliantly... that is an unacceptable leadership trap/headest... it's an "AND" not an "OR"thing!

This focus lead me to write about a conversation from that time that illustrates this point,

"I was talking with two of my talented leaders and we were working through the facts that there seemed to be just too many priorities for them and their teams, and at that moment certain things seemed to be falling through the cracks. It wasn’t a matter of skills or motivation; it was clearly an issue of prioritization. I asked them how MANY of the projects/initiatives they thought were getting accomplished, and they said maybe 80-85%. Additionally I asked them to grade their work on how WELL they thought they were accomplishing the projects, A to F. They both thought that maybe a B or B+ would be the right score. I suggested that is if we were getting a B+ of 85% of the work, then our “score” wasn’t an overall B+/85%, but rather a 72 ( 85 x 85 = 72.3) We needed to combine how MANY of the projects were being accomplished with how WELL they were being done. Were we really working so hard just to do average work? Does the business need/require just “average” work to accomplish “exceptional” results??? It was at the end of this conversation that the three of us came to the point of view that we needed to do more A+ work even if it meant us prioritizing the work even more dramatically."

This idea of a combined score of 72%, barely a passing "C," was not what those leaders from 2012 were working so hard to achieve, and its not the expectation that we as leaders need to set today! This dynamic will push all of us to step back for the moment and think about prioritization and focus for ourselves and our teams. If we can decipher between "what's important" and "what's urgent," then how can our teams? In a well read historic essay, "The tyranny of the urgent" ( https://fylegacy.blogspot.com/2010/11/tyranny-of-urgent-5-for-2.html), I used a simple matrix to depict this idea.

As you can see this model pushes us as leaders to get this clear first for ourselves ....how are WE spending our time and where is our focus ??? Then, and only then can we work with our key leaders to do the same for our companies. My experience guides me to realize that WE ( and I am including myself here for sure) spend too much time in quadrants #3 & #4, we push ourselves to think about quadrant #1, and NEVER spend enough of our time and focus in quadrant #2. Writing this essay, and candidly you reading this essay is literally time spent in #2!

I will close in the exact same place as I did in 2012, we all need to work on this, we as leaders need to model this and help our teams bring it to life in their challenged, hectic, "get more done" worlds every day,

"Once we have done a better/stronger job prioritizing the work at hand (for the week/quarter/year/etc), then we must commit ourselves to strive for excellent work on the initiatives that we’ve prioritized. I know it will never be perfect. I don’t believe in”perfect,” nor do I believe that “practice makes perfect.” I DO believe that “practice makes better” and that we all can work hard on making tomorrow better than yesterday. My focus is on working to do “fewer things better”, maybe even taking a few initiatives/priorities off the plate so that we as an organization can improve our focus, and improve our “grades” on the quality not just quantity, of our work."

Fresh potential & possibilities with every sunrise

2025-01-01T05:04:00.000-08:00

Over the years, literally the past 30 years, I have had the chance to spend a number of holidays with my wife’s family in a little village in NE Vermont; the location is set “facing” east, looking over the Connecticut River valley towards the White Mountains of New Hampshire. This holiday tradition has become precious to our family, and we have just returned from an incredible white Christmas in those New England Mountains, sharing it with three generations of our family. While the beauty of the snow, the quaintness of the little village, and the family time all together were again exceptional, the sunrises over the Mount Moosilauke this year (three of the sunrises from this year are pictured here) caught me on a number of levels.

The bitter cold early morning temperatures seemed to provide an incredibly “clear” view of the beautiful early light, reflected off the clouds, the mountains, and across the snowy ground as it spread into the day, lighting our world. It also struck me to think that while my view was exactly the same every morning… same spot, same angle, same phone camera, etc., the sunrise was unique and totally different and unique EVERY day. It’s this idea or dynamic that I want to focus on as we start 2025!

How ever you want to think about it, 2024 was a tough ride broadly across our country and our world, and a year of change and challenge for me personally. As I look back at the essays I posted across 2024, I often reference the challenges, divisions and issues facing us broadly or me personally, an authentic picture of the dynamics of the moment. While true and accurate ( I have no drive to go back and “re-edit” any of the essays posted last year) I am reminded of the tremendous quote from Dr. King’s Nobel Peace Prize acceptance speech…

“I refuse to accept the idea that the “isness” of man’s present nature makes him morally incapable of reaching up for the eternal “oughtness” that forever confronts him. I refuse to accept the idea that man is mere flotsam and jetsam in the river of life, unable to influence the unfolding events which surround him”

This idea came back to me on the snowy porch in Vermont last week… and the “new possibilities” that every dawn brings with it! Regardless of the “isness” of the challenges of today (or of 2024), we are NOT “stuck” in the reality of today. We are NOT floating as “mere flotsam and jetsam” in this life of ours, sleepwalking through day after day… dawn after dawn! We have the ability and the possibility to make tomorrow different (and better) than yesterday in whatever way YOU/WE define as “better.”

I am inspired once again by Dr. King's words, and the freshness of those cold, beautiful Vermont sunrises. My encouragement to you as you dive into 2025… one day at a time…. one dawn at a time ... is that you find fresh inspiration to influence and affect “the river of life” that we all share!

p.s. the following picture is from the back porch of our cabin in North Carolina… the first sunrise of 2025 taken this morning… a dawn filled with possibilities & potential... Happy New Year!!