• People, businesses, and nonprofits need to write their case.
• Strategic planning requires knowing your numbers -- how many donors, clients, or customers do you have? Who are they and why do they invest in you?
• Create a plan based upon data-driven strategies -- and keep it simple.

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• If building a self-sustaining, self-perpetuating, long-lasting organization or team is important to you, you may have to be your own best business philosopher.

  The existing business and management philosophies we have today in circulation were built on the outdated theories from the 1800s, and they don't work in today's knowledge intensive work.

  Most of the business philosophies in vogue today play to the same sheet of music handed down to us from 200 years ago.

  ACTION: Build your own foundational business philosophy or management theory for your business or team - your own sheet of music. Here's how…

• If building a self-empowered organization or team is important to you, you must view people as human beings with more than their intellect and behaviors, more than machines. We must acknowledge their other human dimensions that were eliminated from the old management theories.

  ACTION: Reset your relationship with your direct reports so that they engage with their roles as whole human beings. Here's how…

• When you shift the culture of your organization from dispassionate disengagement to passionate engagement and ownership, it unlocks the true potential of your business or team and helps you create an organization that can self-sustain for generations to come.

  ACTION: Set up organizational habits and systems that put humanity back in the process of running a business. Here's how...

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• What is a stroke?
• "Time is brain"
• What happens after a stroke occurs.

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• What you look for is what you will find.
• We don't know what we don't know - about ourselves.
• Getting what we give and giving what we get.

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• Define leadership - organizations must define leadership. A proper definition of leadership should include a willingness to follow and purpose.
• Measure leadership - organizations use the wrong metrics to measure leadership - attrition, finances, goal achievement, etc. Leadership should be measured in real-time and as objectively as possible.
• Improve leadership - organizations must identify actions to be taken to improve leadership. Leadership is improved through intentional action, not over the course of time.

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• Why we should make good eating choices daily
• How parents can shop healthy for the family
• Why eating can heal illness and disease

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• Check Your Head: You are either focused on what you want or what you don't. Keep your attention on what you desire to create.
• Saddle Up: As a leader, we have to take ownership and create an environment where people get to be responsible
• Raise It High & Lift: Are you playing to win or playing to not lose? For you to achieve everything you want in your life you have to be at your best, no playing small.

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• Organizations don't have to live with dysfunctional leadership teams.
• Building a great leadership team requires a sound structural foundation and strong relational dynamics.
• Helping teams have productive interaction is a key to unlocking their potential.

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• Change the nature of money in the business.
• In order to grow, you need to let go.
• Gone are the days you can be successful in a Silo.

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• Challenge the beliefs around what is possible for you.
• Be willing to step outside of the path of what is known and safe and go on a quest to find out what is possible
• However big your aim is, there is always a small enough step you can take that is not scary but helps you move forward.

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