Find Your Legacy

Talent without discipline can disappear on you!

2026-10-01T06:49:10.136-07:00

Recently, I watched several CNBC videos from 2018 marking the tenth anniversary of the Great Recession and the collapse of the housing and banking systems. The interviews featured Tim Geithner, Hank Paulson, Ben Bernanke, Warren Buffett, and Jamie Dimon. Their reflections were poignant, their accounts of the most dramatic moments hair-raising, and many of the lessons they drew feel highly relevant to today’s financial realities. I’ll save some of those insights for a future essay. But one comment—made, I believe, by Dimon or Buffett—stayed with me: “Talent without discipline can disappear on you.” It was offered in praise of the extraordinary talent and discipline of Paulson, Geithner, and Bernanke. The idea resonates with what I have witnessed over more than 40 years in my career: when talented, disciplined leaders work together, the impact can be remarkable.

At this stage of my career, I have the pleasure of coaching and advising leaders more from the sidelines than from center stage. Through board service and consulting, I remain involved with exciting companies, nonprofit organizations, and a foundation—all working to achieve their goals, overcome obstacles, and solve both day-to-day and strategic problems. Each is led by inspiring individuals or leadership teams. In some cases, those teams are rich in talent but struggle to establish disciplined business processes and decision-making. In others, strong processes abound, but the spark of talent needed to guide and inspire the organization is missing. Organizations need both talent and discipline to thrive. In leaders and leadership teams, that combination is rare—and vital.

Over the years, I have drawn on a wide range of voices to amplify the ideas in my essays. Today may be a first: the words of martial artist Bruce Lee. Although the quote comes from another discipline, its message applies powerfully to leadership:

“Strength without wisdom can become destruction. Knowledge without action can become meaningless. Talent without discipline can disappear. But when strength, wisdom, discipline, and character come together, a person becomes capable of creating a lasting impact.”

Bernanke, Geithner, and Paulson formed a leadership team of exceptional talent and discipline. Their example brings to mind another team of three leaders I know well. To protect their privacy, I will omit their names and, borrowing an inside joke, call them the “pandas.” I have known all three for many years and worked closely with them for decades. They are very different individuals, yet each brings distinct talents and disciplines to the challenges of the day. I have been close to this team in moments of triumph and in periods of profound difficulty. Whatever the circumstances or pressure, I have watched their talents and disciplines rise to meet the moment—not always seamlessly or smoothly, but usually in partnership and with a shared aim: to “make tomorrow a little bit better than today.” Great leadership teams prove themselves not only in moments of success and above-plan performance, but also in how they navigate the toughest times.

I encourage readers to consider the balance between talent and discipline in their own organizations and leadership teams. Where are the gaps? What strengths can be developed? Honest self-assessment can help each of us find a more balanced—and more effective—path forward as leaders.

postscript: After posting the above essay, a reader passed along a note sharing a perspective of of the impact on organizations when the "Talent/Discipline" dynamic is out of balance in the senior leader of the organization... the following quote rings true to me:

"If one does not inspire talent, all the discipline or process in the world won't solve the lack of being inspired!"

300k and more to come.... what do the numbers say??

2026-09-15T05:33:39.972-07:00

Seventeen years ago, in the spring of 2009, I posted the first of the 315 essay that are now "up and on-line" on my "Find your Legacy" blog. It has been quite a journey, well beyond any expectations on my part when first starting, but here we are and last week the blog received it's 300,000th page view. ( the metrics below show the stats as of this morning with 301588 page views to date) Humbled and bit bewildered, I decided to take a second and reflect on the journey and see what the "stats" tell us about the content that has drawn the reader's attention to date.

Pulling up the specific stats on the essays, it's interesting to reflect that the "readership" ( measured crudely here by page views) is not "smooth" or regular over the essays. With 315 essay posted, and a bit over 300k page views to date, the "average" page views/essay should equal a bit more than 950 page views/essay. As you can see from the metrics below, using stats since I started posting in 2009, there are a number of essays that really "stand out" of the pack.

These "top 6" rise to the top of the list... all with well more than 1k page views/essay ... and it got me wondering to what this list might "tell us." A few reflections:

The #1 essay, "A teachable point of view" was posted in 2009, and shared a story about Neville Isdell when he was Chairman and CEO of The Coca-Cola Company. Even though posted 17 years ago, it was still one of the top "read" essays over the past 12 months. It's an approachable story and "lesson" that is applicable across organization size, industries and challenges. It is a clear challenge for leaders broadly to "step up" their own performance and to raise their expectations personally, and for the other leaders in their organizations.
Three of these essays share easy to remember "habits" that are applicable literally daily! I have used the lessons of "The Curbside Debrief," "The Tyranny of the Urgent," and "Praise in Public, Coach in Private," across my career ( now 40+ years ) and I literally have used two of them this week... and its only Tuesday!
Finally the essay "Our Actions Betray our Intent" is a reminder to leaders that regardless of what you "say," or try to communicate, organizations/teams/departments are savvy and they "watch" your actions more than listen to your words! It's a dangerous moment when a leader's words communicate one thing, and their actions another... and ultimately their actions really "tell" the story. I have shared this idea with leaders across my career, and whether good or bad, it continues to be a required item that I reinforce regularly and broadly today.

In closing, I am humbled and appreciative to all the readers for a taking a few moments on this site, and I am hopeful that it has been helpful and productive to you and your organizations. I am not certain where this journey may go over time, but I have more stories to share, more topics to cover and I look forward to sharing them in essays to come!

The Fairview Flyer: 2026 season closeout

2026-08-31T12:02:40.325-07:00

It’s been a great tomato season… there are no two ways about it! With 86 tomatoes over 11 producing plants, the numbers have been strong across the board, and for the first real season of propagating the “new hybrid heirloom” (“The Fairview Flyer”),

a great season for the new variety! I raised from seed and planted 12 plants across the three varietals: 6 "Fairview Flyers", 3 Mrs. Carfang’s “Big Pinks”, and 3 MaMa’s “old yellow” tomatoes. One of the “Fairview Flyer “plants did not grow very well and produced no blossoms or fruit… thus 11 producing plants this season.

A few key “notable notes:”

Ø I harvested well over 40 Fairview Flyer tomatoes, with one (pictured at the left of this picture below) that weighed in a 1¾ pounds… clearly the largest tomato I have ever grown. While huge in my book, my nephew Mike grew one “Fairview Flyer" plant this year in Virginia which produced well, with one fruit over 2 pounds!

Ø The Fairview Flyer plants were very tall, well over 14 ft. tall by the end of the season, and a few had taproots that were over 2 ft. long.

Ø All three varieties produced well, with the “Big Pinks” producing some really tasty fruit… still my favorite flavor I think!!

Ø The “Fairview Flyer” had characteristics of both “parent” plants… producing plentiful reddish fruit with orange shoulders (pictured top right) , even taller plants than the “Big Pinks”, and had blight resistance that was good but not quite as strong as “Mama’s old yellows.”

A great season all around and nothing beats going out to the garden, early on a summer morning, colander in hand, picking a good batch of all three types of tomatoes for great meals ahead. As is our custom, I have saved seeds from great mid-season fruits, and the seeds are being stored in a dark spot, awaiting my seed starting work in mid-January! Now for the fall/winter soil work and more reading about how to better manage the ground-based blight that ultimately brought my season to an end!

I hope you all had a great Tomato season as well!!

Clarify decision making to accelerate performance… and stay away from the #3 "swamp!"

2026-08-24T08:24:21.035-07:00

I had the chance early in my career to go through a lot of training classes/experiences as part of the process of “coming up” in large well-run companies. The commitment to build the skills and capabilities of their young talent was a hallmark of companies like Kimberly Clark and Kraft Foods… early stops on my career journey. When I took the role as marketing manager for The Coca Cola Company in 1990, 5 years into my career, I had no idea of the intensive and amazing training that was ahead of me! This story comes from one of those experiences… probably from sometime in 1994 or 1995… now 30+ years ago!

During those days, Roberto Gouizueta was Chairman and CEO, and Sergio Zyman was CMO of the The Coca Cola Company. Both individuals were bigger than life to me at the time, and I had the chance to see them speak to groups large and small and to be in meetings with them a time or two early in my days at Coke. It was at one of those meetings, a large worldwide marketing conference hosted by Sergio, where a major priority was for us as marketers to refine our approach, accelerate our work, improve the impact of our plans and in order to do these things we needed to clarify our decision-making approach. While a bit theoretical, we broke out into small groups ( mixed with peers from across the world) and began a training module on a “Decision Making Framework” that would help us clarify “Decision Roles” and thus accelerate our actions in the market… it was in these sessions that I learned to “stay away from #3!!

The training simplified ALL decision making moments (problem solving scenarios) into one of five categories and our job was to clarify which “category” was pertinent at the moment and accelerate the problem solving ahead.

Decision Making Scenarios:

1.) I am the decision maker, and I don't need and I am not asking for any input on the decision,

2.) I am the decision maker and I do need input, and thus I am asking for input from these specific individuals/groups/departments before I make the decision.

3.) WE are making the decision and may or may not need input.

4.) YOU are the decision maker, and YOU need inout from me, or other individuals/groups/departments before YOU make the decision.

5.) YOU are the decision maker, and you do not need and are not asking for any input of the decision.

We worked through all the scenarios above in our small groups and came together to discuss the opportunities and challenges that the clarification process took… and to realize the “swamp” of #3. We realized that too many times in our day to day work we were finding ourselves in discussions literally “circling” a problem, not making a decision, not getting key input, not clarifying decision rights… and ultimately slowing down the impact in the market. We were setting stuck in the “#3 quicksand” and didn’t even realize it!

I share this little story from the early 90’s to encourage you to think about this in your context today. Whether in a small company environment, a non-profit organization, or a foundation (the three environments where I am spending my professional energy these days), ask yourselves if you have found yourself in the #3 “swamp” recently and work to push yourselves and your team into #’s 1 or 2… or maybe #’s 4 or 5…. but work hard to eradicate #3 from your team’s daily habits!!

Simultaneous solution of multivariable equations: a leader’s dilemma

2026-08-05T07:06:15.842-07:00

It’s rare that I turn to mathematics as an inspiration of leadership lessons in my essays, but today I have been reminded of the challenge of solving complex problems with multiple variables at play… and needing to solve for those variables at the same time… or simultaneously. I encountered this topic back in college with my first go at Linear Algebra… and worked on it more deeply in grad school. In those days, before pc’s and broad-based personal computing, we used the “matrix method” and hand-built matrices to solve theoretical equations manually. A few definitions follow below will help build a base of understanding so we can turn to how this concept is a basis for a leadership lesson.

Simultaneous solutions for multivariable equations require finding the values for multiple unknown variables that satisfy all equations at the same time, using substitution, elimination, or matrices

Core Methods

Substitution Method:

Isolate one variable in one equation.
Plug that expression into the other equations.
Solve for the remaining single variable.

Elimination Method:

Multiply equations by numbers so one variable has matching or opposite coefficients.
Add or subtract the equations to cancel out that variable.
Repeat to peel back layers until one variable is left.

Matrix / Linear Algebra:

Convert the system into row-echelon form or use inverse matrices.
Best for large systems with three or more variables.

Now that we have some of the mathematical definitions in hand, how in the world do they relate to leadership and lessons on decision making and problem solving for leaders? Over the past few weeks, in conversations with a number of C-suite execs, I keep running into individuals facing challenging moments and tough decisions looking for my advice. These execs span a variety of companies and industries, but all are facing very difficult issues with many variables affecting the moments at hand. As I dig into the conversations with each individual, we start going through the wide range of factors (think “variables”) that need to be sorted out in order to make the best decision possible. It was after one of these discussions and leaving the “zoom call,” it dawned on me that here was another example of an executive trying to solve a “multivariable equation” and that they and I were informally using one of the methods ( mentioned above) without realizing it and without much positive impact. We “swirled” around the problem/issue/challenge and debated the various factors/decisions/”variables” that would need to be considered…. but we made limited progress.

As a followup for one of those calls, I took some time and wrote out the factors/ ”variables” at hand (there were 7) and did my own ranking of the 7 factors/”variables” on a scale of “importance.” Now “importance” is extremely subjective, so I looked to add a little analytic discipline of my own and de-composed it into three elements… “Importance” = ”Strategic impact on the business” X “Impact on me and my family” X “Impact on the organization.” This allowed me to thus “score” each of the factors/ ”variables” and build a prioritized list of the 7. In the same fashion, I asked the exec to do the same… NOT try to problem solve all 7 factors/ ”variables” at once but to use this technique to “prioritize” the list. While we had a little debate on the order of #3-#7, the top two, most “important “ factors/”variables” were clearly at the top of both of our lists.

Once we had the top 2 identified, I encouraged that we make the decisions on these two factors/ “variables” first… discuss/debate then make the call on the top 2 …then and only then decide on the other 5 factors/”variables” once we had the top 2 set in stone… in other words we used a “prioritized method” to get all 7 factors/”variables” sorted and thus were able to chart the path forward guided by making the decisions on the most important “variables” first!

This technique was helpful to navigate the complicated, “multi-variate” problems facing these execs, and it reminded me that finding new approaches to problem solving and decision making is important and can come from lessons learned in a college/grad-school calculus class!

“Dash or Dither”…. A leadership tempo dilemma

2026-07-23T04:50:36.603-07:00

As a history fan, I read a lot of non-fiction history books and love to listen to podcasts that review key moments/events across the centuries and across geographies. Listening to a recent WW2 podcast, the concept of “Dash or Dither” was explored it caught my attention. The podcast was reviewing key events early in the war when both the British and German armies invaded Norway… and without realizing it they invaded at the exact same time. I won’t take any time today to discuss the military or historic elements specific to these events, but the podcast hosts were discussing that one set of Generals/senior officers were incredibly slow/ planful/ deliberate as they approached the operation, while the opposing Generals/senior officers acted swiftly/impulsively/rashly against the same objectives. The hosts used the “Dash vs Dither” language in their description, and it got me thinking about the application of this idea in the business leadership context.

To begin with, let’s start with a few definitions:

“Dash”: verb, “To run or move quickly or hastily

“Dither”: verb, “to act nervously or indecisively”

In our cultural context today, it is easy and potentially natural to praise the “dash” in a leader’s approach, and to critique those leaders who “dither.” In my experience leading large organizations, it can be at minimum distracting, often actually dangerous for teams to actually see a senior leader “dither” (to be uncertain, having a hard time making a tough decision, vacillate between competing strategic alternatives, etc.) Equally it is troublesome and also dangerous to “see” senior leaders unthinkingly “dash” toward solutions that are ill considered or even ill-advised.

It’s in this context that I came to realize that neither “Dash” nor “Dither” SINGULARLY are the right or appropriate leadership tempos… instead a nuanced blend between the two seems to be the better, more balanced approach. Back in 2012, I wrote an essay titled “Over the hood and over the horizon” ( https://fylegacy.blogspot.com/2012/04/over-hood-over-horizon.html) sharing the story of a lesson that I was taught about how leaders ALWAYS have to toggle their viewpoints between short term tactical/executional dynamics and longer-term strategic considerations. Literally earlier this week I shared this story in a coaching conversation I was having with a young leader who works together with me on a non-profit board. It dawned on me that in the same fashion of “over the hood and over the horizon,” successful leaders need to become agile and comfortable at a wide variety of leadership tempos… dependent on the circumstances. There will be moments where a market-based opportunity presents itself and a leader MUST accelerate an organization to capture the moment. Equally, a leader MUST remember the lessons from another old essay of mine titled “P/B/R” ( https://fylegacy.blogspot.com/2009/07/pbr-maybe-not-what-you-think.html) where I shared an important lesson of leaders needing to learn how to “Pause, Breathe, and Reconnect.”

The art of great leaders is neither to “dash” nor “dither” unilaterally …. but to be able to navigate the landscape and lead organizations at a wide range of tempos, best oriented to capture the opportunities that are present, or avoid the dangerous pitfalls that abound.

250 years of families working on the "Promise"

2026-07-07T04:30:51.895-07:00

I share below a "small note" that I wrote and sent to my family this past weekend. Our family, like so many other American families have connections to the "promise" laid out in the Declaration of Independence from a wide range of eras, backgrounds and circumstances. That "promise" continues to need all of our focus, energy and strength for the years, decades and centuries ahead, and I encourage you and your families to reflect on your own histories and find your connection points to the noble cause ahead.

July 4, 2026: Highlands NC

On this historic day, I wanted to reflect on the “promise” of the concept of our country, and how our family has connected with that “promise” over the decades/centuries. The promise I speak about was captured in the declaration 250 years ago today and includes the fundamental principles that “all men (all humans!!) are created equal” and that the fundamental rights that are self-evident are of “life, liberty and the pursuit of happiness.” In today’s political climate it is easy to find oneself negative, angry, hopeless and pessimistic about the state of our republic and the quality of our democratic discourse. It is not only understandable broadly, but I often personally share those same discouraging feelings. My message in this little note today is to share that our family broadly and historically has been part of the “promise” of this nation and while that truth has been realized over the years historically, it is equally important that it is still being realized today and will need to be realized and brought to life looking to the future.

Thinking back across the family, I wanted to highlight four individuals to bring this story to life:

Marie Heidersheid: My maternal great grandmother came to America in the late 1880’s from Pratz Germany (now Luxembourg), looking for a better life. She was 20 and came to New York alone to be a servant/maid. She learned English in New York, worked hard her whole life and built a family legacy that included my mother Arlene “Marie”, my sister Alice “Marie” and our sweet daughter “Marie” Jane Levisay!

Peregrine White: Jane Firmin Saliers, my dear departed mother-in-law came from a long historic family line that literally goes back to the founding ships arriving as early colonists. A distant relative of hers, Peregrine White, was literally born on the Mayflower in a Massachusetts Harbor in early 1620. A baby of a pilgrim family looking for a land that might offer religious freedom and a new start.

Adolphus Saliers: The great-great grandfather of Don Saliers, Adolphus was part of the Saliers clan who had left France in the mid 1600’s and were early settlers in Quebec. The Saliers family lived in Quebec for a number of generations and Adolphus was the one in the mid 1800’s who came to America and found his way to Huron County Ohio to seek a better life.

Michael Livesey: We will leave the last name spelling for another day, but the Levisays (Livesays/Liveseys/Livezeys/etc.) came to Virginia in the late 1600’s fleeing the restoration of the crown in England in 1660. Michael Livesey had been one of the individuals who had signed the death sentence for Charles 1^st… and known as a “regicide.” When Charles the 2^nd came back to England and was made King, the regicides were “hunted” and Michael Livesey fled England to Holland, and many members of the Levisay family fled England and came to Virginia in the late 1600’s/early 1700’s to try to build a new life.

These four little stories illuminate from very different angles, dates, origin stories and circumstances that the “promise” made 250 years ago was not abstract or theoretical. Its real and alive in our family story historically and is alive as we move into our story in the years ahead.

Happy 4^th of July and happy 250^th !!

postscript: The photo above is from the fireworks show in Highlands the night I wrote the "little note" to my family... a great way to celebrate the 250th anniversary of our country and to mark the important work that lies ahead!

A "Fairview Flyer" Update

2026-06-03T08:20:41.755-07:00

Some of you will remember from last fall, when I posted the story of the "Fairview Flyer," the new tomato varietal that I discovered/created in 2025 ( you can read that post below!) While the results last year were remarkable, I had no idea what to expect for this season. I kept seeds from three distinct tomatoes, and marked them accordingly. After storing them in a dry dark place over the winter, I pulled the seeds out and proceeded to utilize my normal "seed starting" techniques. I used the "Fairview Flyer" seeds from one single tomato batch, and they germinated very well, and produced strong seedlings. In early April, after the last frost, I planted 6 seedlings into the garden, flanked by 3 of MaMa's Yellow Tomatoes, and 3 of the "Carfang Big Pinks."

Here we are in early June, and all 12 plants are flourishing, and 11 out of the 12 have put on fruit and are covered with blossoms. Additionally as you can see from a recent picture to the right, the "Fairview Flyers" ( in the middle) are almost 7 feet tall and the "Carfang Big Pinks" ( on the right) are above 6 feet tall ( the bamboo poles I just put in are 10 ft tall!) One oddity has presented itself... one of the "Fairview Flyer" is really small ( about 4 1/2 feet tall) and has produced no fruit or blossoms as of June 1. It looks exactly like the MaMa Tomatoes which are all 52-54 inches tall, exactly the same plant and leaf color and shape... yet no blossoms and no fruit... fascinating!

Well the adventure in the garden continues, and later in the season I will post some pictures of the fruit coming off all three tomato varieties... and we'll see if my little "runt" "Fairview Flyer" produces anything at all. When they say that every season is a new unique experience in the garden and in the fields of agriculture, I am living that truth deeply this season with the adventures of the "Fairview Flyer!"

Sunday, November 2, 2025

The story of the "Fairview Flyer"

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!!

Executive “Complaining” … unproductive for the leader & destructive to the team

2026-05-27T07:26:13.096-07:00

The reality of senior executives “complaining” is nothing new. Since the beginning of my career (now 40+ years ago!!) I have been around business executives who chose to “complain” in public settings. Maybe the “complaints” were about macro-economic trends, or competitive pricing actions, changing customer requirements/expectations, or board member “suggestions/feedback.” Regardless of the impetus, I am sure we have all had moments when we have been in setting where executives (and a t time very senior executives) “complain” loudly, broadly and publicly. Speaking only for myself, I am certain that there have been moments in my past where I was one of those “complainers.” I am here today to share that executive “complaining” is never productive… neither for the “complaining” perpetrator, nor for their organizations/teams who get to witness/experience the venting!

This “double negative” impact of executive “complaining” is easy to understand. For the executive, while they possibly get to blow off some steam, nothing productive emerges from the “complaining” session. No root-cause analysis is undertaken, not brainstorming of possible response scenarios are created, no competitive or customer role playing undertaken to work to understand the possible motivations/drivers of the other party. NO productive action comes from the “complaining” sessions, just some possible self-oriented venting by the executive. For the team / organization who get to experience the “complaining,” the impact is extremely destructive.

In the spirit that “everything communicates,” remember that leaders “teach” their teams by their actions (always good to re-read “Our Actions betray our Intent” https://fylegacy.blogspot.com/2017/06/our-actions-betray-our-intent.html) either good or bad. A “complaining” boss tends to pass those habits on to their team and a “complaining” organization is a dangerous thing. Over the years I have seen teams/organizations be very forward looking, creative and action oriented ready to face the challenges their businesses face. Equally I have seen teams/organizations become very “problem oriented,” centered on the issues being faced (often with a lot of “complaining”) with limited problem solving or action orientation towards solutions. These attributes could often be traced to the senior leaders and their habits and choices. Leadership matters and has an impact on a company, a country or a team…good or bad!

Now leaders are humans and we all need to vent a bit… we ALL need to blow off steam at various points of our life and work because of the challenges we are facing … we just shouldn’t do it with our companies/organizations or teams. Look for friends, mentors, or advisers (NOT your direct reports or organization broadly!!) who can listen empathetically, let you verbalize and vent on the challenges being faced and who can help redirect your personal energy and orientation to problem solving and action plan building for the challenges ahead. I remember so clearly, in mid- March of 2020 flying back to Atlanta from Bakersfield California as the covid-19 pandemic hit hard. I was scared, blown away, and needed to vent in a big way and I found myself some time with an old friend and historic work colleague Chris who didn’t work with me at Bolthouse Farms. With a drink (maybe two ??) in hand, he let me talk, freak out a bit, and ultimately helped me get refocused for the very challenging path ahead. I needed that time to vent… I needed that time to blow-off steam…. just not with my direct reports/team or organization.

As you face the challenges ahead in your situations, try to remember this simple lesson….as a leader your impact is significant and work hard to not let your “need” to vent/complain bleed over to your organization… its unproductive for you as the leader and destructive for the team.

Driving Demand: the required action of the "Demand Drives Price" lesson

2026-05-18T11:27:34.747-07:00

Lessons from Economics and Real-World Examples

“Driving demand” sits at the heart of the concept that “demand drives price.” This principle, rooted in fundamental economics, shapes the way businesses, industries, and even institutions operate and grow.

A Lesson from Micro-Economics

Fourteen years ago, I wrote an essay recounting a powerful lesson I learned on my first day in college Micro-Economics, way back in 1982. The lesson—titled “Demand Drives Price”—has stuck with me for over four decades and continues to inform my thinking today.

My Econ Professor illustrated this truth using three copies of the local newspaper, The Daily Record: yesterday’s edition, today's, and a hypothetical “tomorrow’s” edition. Today’s paper cost 25 cents in those days, and everyone agreed that was a fair price. It could be purchased on campus or at a local convenience store, and it was always $.25. Yesterday’s paper, now outdated, was worth little—maybe a nickel for practical uses like lining a cat box or cleaning windows. But the hypothetical “tomorrow’s” paper, filled with future sports scores, world headlines, and stock prices, sparked excitement. Someone suggested it could be worth a dollar, then ten, then $100, and finally someone shouted, “Maybe $100,000!” The cost of production for each paper was identical, but the value varied astronomically, all because the "demand" was so different.

The Importance of Driving Demand

That morning lecture has stayed with me throughout my career. Whenever I face business challenges, I remind myself of the vital importance of driving demand. This isn’t just a theoretical concept—it’s a practical imperative for growth.

Supply, Demand, and Market Equilibrium

Across industries and organizations, the basic principles of supply and demand always hold. Every market has an equilibrium point where supply meets demand, determining the price and quantity the market will support. Yet, it’s surprising how often organizations forget that to foster growth—in both price and quantity—you must actively drive demand. Put simply, if you want to “sell more for more,” you need to create and nurture demand in your marketplace.

Real-World Examples: When Demand Falters

Let’s look at a few examples where the failure to drive demand led to decline:

Frozen Concentrated Orange Juice (FCOJ): Once a staple in American households, FCOJ recently disappeared from Minute Maid’s product lineup. The decline wasn’t just about changing consumer preferences; it was about the inability—or lack of action—to drive demand for the product. Without demand, even long-standing brands can fade away.
Film Photography: Despite a surge in picture-taking, Kodak, once synonymous with photography, became irrelevant. The industry failed to adapt and drive demand in the new era of digital photography. Kodak’s slow response to digital cameras—and later, smartphones—meant missed opportunities and lost relevance.
Higher Education: Colleges and universities today face a “demographic cliff”—fewer college-age seniors and fewer foreign students. Without strong demand for their offerings, institutions struggle to attract incoming classes, leading to lower prices (more financial aid,) lower class sizes, and a downward spiral or cost cutting and "right-sizing" that don't address the core issue of "demand." Only those institutions with compelling value propositions can maintain or grow demand and avoid “selling less for less.”

Learning from Success: Apple’s Turnaround

While these stories seem bleak, history offers hope. Consider Apple Computers in the late 1980s and 1990s. The company tried to cut costs to halt declining sales, but it wasn’t until Steve Jobs returned in 1997 that Apple began its turnaround. Jobs invested heavily in R&D, innovation, and marketing. With the launch of the iPod in 2001 and the iPhone in 2007, Apple became the growth juggernaut we know today. The lesson? Forget “saving your way to success.” Instead, focus on driving demand through innovation and marketing.

Conclusion: Make Driving Demand Your Priority

Remember the story of the three newspapers: if “demand drives price” is a core truth (and i deeply believe it is) we must all push ourselves—regardless of role, title, or industry—to drive demand in any way we can. It’s the key to growth, relevance, and lasting success.

The “Promiscuous” Consumer… disrupting legacy brands faster than ever!!

2026-05-04T12:14:00.000-07:00

I have commented over the years in this forum about the “fickleness” of consumers. Many years ago, I wrote an essay (https://fylegacy.blogspot.com/2014/11/brand-loyalty-dangerous-and-outmoded.html) expounding on the idea that the “brand loyalty” and the “brand adoption model” were dangerous and outmoded ideas. Writing this in early 2026, I am convinced that those musings were not only true, but the dynamic of “promiscuous consumers” disrupting legacy brands is actually accelerating.

This idea/concept first hit my radar in the late 1980’s. In those years, before I found my way to Coke, I was the brand manager for Breyers Ice Cream, in those years owned by Kraft Foods. In 1988, Phillip Morris (the tobacco giant) which owned General Foods acquired Kraft and combined the operations into a large food conglomerate name KGF. As part of the integration process, I went to meetings in General Foods HQ (White Plains NY) to meet their marketing teams and work on integration plans. On one of those trips, I just happened to “sit in” on a meeting being held by the V.P. of Marketing for Maxwell House Coffee, one of General Food’s historic and iconic brands. The team was discussing an upstart “coffee shop” brand emerging from Seattle with an odd name….. yes, Starbucks. They laughed at the “burnt taste” of the dark roasted coffee, the fact you could only buy it at a Starbucks store ( it wasn’t until 1998 that Starbucks coffee became available in grocery stores) and that there was a whopping 50+/- Starbucks locations in the entire U.S. at that time! The final “mockery” was the V.P. prognosticating that NO ONE in America would ever pay $1.00 for a cup of coffee. The team laughed, dropped that topic and moved onto what seemed to them the bigger challenges of the day.

I think back to that moment today, with 16k+ Starbucks locations in the U.S., 40k+ across the world, and reflect on Starbucks as the legacy brand today that is being disrupted from every angle. This cycle/dynamic is accelerating in the food and beverage space and indeed is true across a wide array of consumer facing categories. The consumers that I described as “promiscuous” are doing the logical thing… assessing their current choices of food, beverages, restaurants, cars, technology, clothing, and even lawn and garden brands and are wondering ( or doing live AI driven research) looking for “better” options. We will dig deeper into this “better” definition in a future essay, but for today think about “(Q+C)/$” or Quality and Convenience delivered, divided by price.

Consideration for Disruptor Brands: The headline hear is “go for it!” I deeply believe that there are NO legacy brands that are invulnerable… regardless of category. Now many legacy brands have incredible “moats” and can play defense or counterattack very well, with lots of resources so disruptor brands shouldn’t be naïve about the fights ahead. Remember the “Differentiation Formula” that I shared years about the D/P/A model: “Distinctive” in the market/category you are competing, “Preferred” by core consumers/users, “Advantaged” vs competition. If your disruptor offering hits the D/P/A model well, play hard and play fast… most legacy brands are slow to respond.

Consideration for Legacy Brands: The headline here is accelerate your work and your market awareness and always operate with a “pebble in the shoe”. Be paranoid and imagine that you are surrounded by a myriad of brands that wont to destroy your brand and source their volume from YOUR business. Don’t assume ANY competitor is too small, too niche, too obscure, or too expensive (remember those $1 cups of coffee.) Work the D/P/A model hard on your side of things… and keep building/strengthening the competitive “moats” that will help you defend…. but you can’t stay purely reactive and defensive! EVERY brand and business always needs to be “re-recruiting” its consumer base and be sure you are clear why a “promiscuous” consumer who has never tried your brand should try it tomorrow!

18 Years X 2: A Story of Growth, Gratitude, and Redefinition

2026-04-06T10:12:00.000-07:00

Last Friday, April 3, 2026, marked a milestone that has prompted a period of deep reflection for me. It was the 18^th anniversary of my resignation from The Coca-Cola Company, and with that, I have now spent more time “out of Coke” than I did working there—almost 18 years from 1990 to 2008. While I am proud of my years at Coca-Cola, this anniversary has stirred thoughts and perspectives I’d like to share in this essay.

As a dear friend likes to remind me, “let’s start with gratitude.” I am sincerely grateful for my time at Coke. Those years allowed me to work with—and for—some truly remarkable people, forge lasting friendships, and learn invaluable lessons about business and leadership. Reflecting on the dramatic moments throughout those years, I realize that every crisis brought personal growth and learning. There were tough times and challenges, including peers and bosses who fell short, but those experiences helped me mature as a business person and a leader. I am appreciative for the growth I experienced and what it enabled me to accomplish after leaving Coke.

The 18 years since have been transformative, offering me the opportunity to redefine myself both professionally and personally. One important realization was that my identity—professional and personal—would no longer be tied to The Coca-Cola Company. In 2009, I found my way to Bolthouse Farms (more on that soon), but that first year post-Coke was challenging and crucial. It forced me to reassess my sense of self and focus on a personal goal: to become an inspirational business leader rather than simply a senior executive at a single company. Consulting for numerous companies across various industries helped me build skills and grow, learn new industries and expand my impact. Additionally in 2009 I began this blog. Now, 18 years and 300+ essays later, I am still posting content—a journey of personal expansion that continues today.

Joining Bolthouse Farms in 2009 was another turning point, and I am deeply thankful for the privilege of being part of that adventure. I was 48 when I started, with much to learn about agriculture, plant operations, commuting, private equity, and so much more. Before retiring in 2024, I had the honor of serving as a senior executive ( ultimately President and COO) for Bolthouse Farms for nearly 12 years. I genuinely “fell in love” with the company, the team, and those Bakersfield days. We created significant value and success together, and today, as a “cheerleader from the sidelines,” I am proud of the teams currently leading the company and the strong legacy they are building.

Looking ahead, now in board roles as a “trusted advisor,” my goal is to make an impact and leave a legacy built on the foundation of these two 18-year chapters. It’s humbling to have a professional history (41+ years) that predates the birth of many I work with today. I am committed to translating those years of experience and learning into meaningful advice and support. Wherever you are in your professional journey, I encourage you: keep learning, keep growing, and don’t let any single company, role, title, or boss define you. You are the owner, creator, and definer of your personal brand—and only you can guide your path.

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

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.

“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!