Paper Napkin Wisdom · Leadership & Entrepreneurship Insights for Founders and Executives

When Jeff Wetzler scribbled his napkin wisdom — "The answers you most need are hidden in plain sight… They reside in the hearts and minds of the people right around you. You just need to know how to ask in the right ways." — he distilled 25 years of leadership, education-innovation, and curiosity-driven research into one deceptively simple thought.

Jeff is co-CEO and co-founder of Transcend, the nonprofit helping schools design breakthrough learning models, and former Chief Learning Officer at Teach For America. With a doctorate in Adult Learning & Leadership from Columbia and a psychology degree from Brown, he's advised Fortune-100 executives, written two books (most recently ASK: Tap Into the Hidden Wisdom of People Around You), and built "The Ask Approach," a five-step method to turn everyday conversations into engines of insight and trust.

"People don't tell us what we really need to hear because they're afraid of the impact… That fear keeps leaders in the dark." — Jeff Wetzler, PNW 275

In this wide-ranging conversation, Jeff unpacks how leaders can transform curiosity from a polite gesture into a power tool for breakthrough learning. He recounts a youth-sports story where a coach's frustration melted once he learned why players skipped practice, and he challenges all of us to stop "mind-reading" and start mind-finding:

"Right under their nose was the answer, but they had no idea. This breakdown is tragic — and totally avoidable." — Jeff Wetzler

Throughout the episode, Jeff and I explore why most cultures default to silence, how leaders can signal genuine interest, and what it takes to turn hidden wisdom into bold action. Whether you're building a startup, running a school, or guiding a global team, Jeff's message is the same: asking well is the soil in which every other leadership skill can flourish.

Key Takeaways

1. Curiosity is a discipline, not a mood. Treat great questioning like a workout routine: it needs structure and repetition.

Take Action: Before every one-on-one or strategy session, build a Curiosity Checklist by writing three genuinely open prompts—questions you can't answer with the data already in front of you. When you enter the room armed with those prompts, you signal respect, ignite fresh thinking, and model the investigative mindset your team will emulate.

2. Silence isn't safety. If people predict punishment or pointlessness, they keep game-changing ideas to themselves.

Take Action: Run a quick Psychological Safety Pulse: ask each teammate—anonymously—when they last held back an insight and why. Debrief the patterns together, then adjust norms so everyone sees that candor is rewarded, not risky.

3. Assumptions blind insight. Leaders often "mind-read" instead of mind-find, making decisions on guesses rather than reality.

Take Action: Start an Assumption Swap ritual: state one working assumption aloud, then invite at least two alternative explanations before you decide. That simple pause surfaces hidden variables and prevents costly missteps.

4. Small asks unlock big breakthroughs. Trust compounds through micro-moments of inquiry.

Take Action: Aim for one authentic, curiosity-driven question every day—your Daily One Ask. Capture the answers in a journal and, over time, you'll see how tiny nudges of curiosity generate outsized leaps in innovation and connection.

5. Insights unused erode trust. When people share and nothing happens, they stop sharing.

Take Action: Close the feedback loop within 48 hours of receiving honest input: tell contributors what you'll do with their wisdom—or why you won't. Visible action signals respect, cements credibility, and keeps the insight flywheel spinning.

Links to Dive Deeper

• Jeff Wetzler's site & The Ask Approach: https://www.askapproach.com/

• Jeff on LinkedIn: https://www.linkedin.com/in/jeff-wetzler-9ba3824

Your Turn — #PaperNapkinWisdom

Ready to surface the answers hiding in your own organization? Grab a napkin, jot down the one question you haven't dared to ask, snap a photo, and tag #PaperNapkinWisdom. Let's turn hidden wisdom into decisive action — together.

(Episode 275 blog by Paper Napkin Wisdom — share your takeaway on a napkin and join the conversation!)

Meet the guest. Michael Walsh is a Vancouver-based business strategist, author of Business Growth by Design, and founder of Walsh Business Growth Institute, the international consultancy he's run since 1995 to help owners scale sustainably and earn the "freedom dividend" they started their companies for.

In Part 12 of our ongoing Freedom by Design series, Michael brings a deceptively simple napkin scribble:

"Grow Managers – Best Boss / Worst Boss. Do bad bosses know they're bad?"

Those three lines crack open one of the biggest constraints to growth: the gulf between technical excellence and people leadership. As Michael tells me:

"The truth is that being a middle manager is probably the toughest job in any company."

"The skills it takes to deliver a result are very different from the skills it takes to support somebody else to generate the result."

Why "Best Boss / Worst Boss" is More Than a Fun Ice-Breaker

When Michael runs this exercise with leadership teams, he first asks everyone to list the best boss they've ever had and what made that person great. Patterns emerge fast: clear communication, mentorship, celebrating wins, "walking the talk," and structuring roles for success.

Then he flips it: list the worst boss and why. Out pour traits like micromanagement, credit-stealing, indecision, and absenteeism. The power is in the contrast. Leaders suddenly see that greatness isn't mysterious—nor is mediocrity accidental.

But the kicker is Michael's final question: "Do bad bosses know they're bad?" Most don't. Self-awareness—bolstered by data, feedback loops, and intentional development—is the lever that turns average managers into growth multipliers.

The Hidden Cost of Un-Trained Managers

Promoting a rock-star individual contributor without equipping them to lead is like handing a talented chef a chainsaw and saying, "Now go build the restaurant." Skill transfer fails, engagement drops, and A-players walk. Michael argues that 21st-century growth depends on deliberately growing managers who can translate talent into performance:

"Your deliverable as a manager is the expertise of your people."

That means shifting from "command and control" to coaching, designing feedback systems that surface truth quickly, and rewarding leaders who create more leaders—not just more output.

5 Key Takeaways & Action Steps (no tables, just straight talk)

1. Manager is a distinct profession, not a reward. Take Action: Before promoting, map the new role's core leadership competencies and assess candidates against them—don't rely on technical prowess alone.

2. Self-awareness is the first management skill. Take Action: Implement 360-degree feedback for every manager, paired with coaching to interpret and act on the data.

3. Celebrate "best boss" behaviors publicly. Take Action: At monthly all-hands, spotlight one manager story that exemplifies clarity, mentorship, or walking the talk. Make it contagious.

4. Diagnose "worst boss" traits early. Take Action: Use stay-interviews (not exit-interviews) to surface micromanagement, lack of recognition, or indecision—then coach or course-correct quickly.

5. Grow managers to grow the business. Take Action: Carve out 10 percent of every manager's workload for leadership development—courses, peer groups, or coaching—so growth is baked into the job, not bolted on.

Your Turn: Write It on a Napkin

Who was your best boss? What's one behavior you can model today? Grab a napkin, jot it down, snap a pic, and post with #PaperNapkinWisdom. Let's crowd-source a playbook for growing managers everywhere.

(Connect with Michael at walshbusinessgrowth.com and let him know your biggest insight from Part 12 of the series.)

When Jessica Fabus Cheng first stepped into an operating room as a certified surgical technologist and later as a registered nurse, she believed her purpose was to advocate for patients who could not speak for themselves. Then came a rare thyroid-cancer diagnosis, two vocal-cord surgeries, and the terrifying warning that she might never speak again. Today, Jessica is very much heard—as Mrs. DC International 2025, a former Team USA Taekwondo athlete, the host of the podcast "All the Best with Jess," and the founder of the Turnkey Accessibility program that helps brands build truly inclusive digital experiences.Medium

"I decided then and there this is not going to break me," she told Govindh on Paper Napkin Wisdom. "If there's a way to get my voice back, I'm going to make that happen." That grit, aimed through the lens of her napkin sketch—an arrow pointing from greatest challenge to highest calling—now powers every keynote, workshop, and accessibility audit she delivers. Her story is as much about regaining sound as it is about amplifying meaning. My Site 2

Rising from 20 Percent Voice to 100 Percent Impact

Three years after surgery, Jessica says she operates at "about 80 percent vocal function," but what you hear on stage is "pure projection"—a learned discipline that forces her to slow down, speak with intention, and conserve energy for the moments that matter most. The practice mirrors her martial-arts background: relentless repetition, mental resilience, and a commitment to show up, even when every muscle (or vocal fold) aches.

"Even with all the intentionality in the world, you still have to reflect and slow down," she shared. "Being present is challenging, but it's the only way to turn adversity into action."

Why Accessibility Is a Growth Strategy—Not a Checkbox

Jessica's Accessibility in Action platform reframes inclusion as a competitive advantage. When content is accessible—captioned videos, alt-text images, screen-reader-friendly layouts—organizations don't just expand their audience; they deepen trust and loyalty among the one billion people worldwide living with disabilities. For entrepreneurs and leaders, that's a market imperative, not a nice-to-have.

5 Key Takeaways (with Immediate Actions)

1. Turn Your Greatest Challenge into Your Highest Calling Quote: "This was a gut punch … but also a call to action." Take Action: List the single obstacle keeping you up at night. Brainstorm three ways that very obstacle could become your differentiator or signature story—and share one of them with your team by Friday.

2. Communicate with Radical Intentionality Jessica rebuilds every sentence on purpose, conserving vocal energy for impact. Take Action: Before your next meeting, jot down the one message you must land. Say it first; eliminate filler; then invite questions.

3. Train Resilience Like a Martial Art Taekwondo taught her that progress demands disciplined practice. Take Action: Pick one "hard-easy" habit (e.g., a daily cold outreach, five minutes of journaling) and commit to 30 consecutive days. Track wins visibly.

4. Make Accessibility a Core KPI Inclusion isn't compliance—it's brand leadership. Take Action: Audit your homepage with a free accessibility checker. Set a 60-day goal to resolve the top three issues and publish the results.

5. Amplify Voices That Aren't in the Room Jessica's platform highlights stories we rarely hear. Take Action: Allocate one agenda slot per month for a frontline employee, customer, or community member to share their perspective with leadership.

Ready to Share Your Napkin?

Jessica's journey is proof that the scar in your story can become the curve in your growth graph. What challenge of yours is quietly asking to become a calling? Grab a napkin, write it down, snap a photo, and tag #PaperNapkinWisdom—because wisdom doesn't grow in silence; it grows when voices rise.

Connect with Jessica Fabus Cheng

• Website: jessicafabuscheng.com

• LinkedIn: linkedin.com/in/jessica-fabus-cheng-rn-cst-9451a755

When Dominican-born engineer-entrepreneur Rainier Mallol walked into Singularity University in 2015, he carried a single, under-lined word on the napkin he would eventually share with Paper Napkin Wisdom: Decision. That decision—to harness artificial intelligence against mosquito-borne diseases—launched AIME (Artificial Intelligence in Medical Epidemiology), a platform now credited with predicting dengue, Zika and chikungunya outbreaks up to three months in advance, with better than 85 % accuracy WikipediaInnovators Under 35.

Since then Rainier has:

• Been named to MIT Technology Review's Innovators Under 35 list (2017) and Forbes 30 Under 30 (2019) for his public-health breakthroughs Innovators Under 35;

• Served as Director of ICT for two Dominican Republic ministries, modernising nationwide data systems Wikipedia;

• Pivoted to his new venture cxgenies, bringing the same AI rigour to customer-experience analytics.

"At the end of the day it is you who controls your own destiny." — Rainier Mallol, PNW 272

That fierce ownership threads through our entire conversation. Rainier's story reminds us that transformation rarely starts with vast resources or perfect timing. It starts with a single, courageous yes.

From Classroom Prototype to Olympic-Level Tool

Rainier reminisced about pitching AIME as a 14-week class project. Within a year the model was mapping disease clusters across Latin America and Southeast Asia. During the 2016 Rio Olympics, his system armed health officials with hyper-local risk maps in real time—a feat four scientists previously needed months to approximate.

"We went from spreadsheets to an AI that did the work in three hours—and governments finally had clarity for their decisions." — Rainier Mallol

That result didn't come from luck; it flowed from Rainier's willingness to iterate in the field, sit with epidemiologists, and refine the algorithm until it earned institutional trust. The lesson for entrepreneurs is clear: breakthroughs live at the messy intersection of expertise, collaboration, and relentless testing.

Purpose Over Pivots

After scaling AIME, Rainier could have stayed in public health forever. Instead, he made another pivotal decision—apply his AI toolkit to customer-experience challenges. Why? Because solving human problems at scale, he argues, is "industry-agnostic." Whether protecting communities from dengue or rescuing consumers from poor support journeys, the core discipline remains the same:

Gather the right data → Model meaningful patterns → Deliver insights people can act on instantly.

That through-line kept him resilient when procurement cycles stretched 14 months or political transitions froze contracts. Rainier's advice: anchor yourself to a problem worth solving; pivots then become strategic evolutions, not existential crises.

5 Key Takeaways & Action Steps

1. A Single Decision Can Rewrite Your Trajectory Action: Identify one high-impact choice you've been postponing. Block 30 minutes today to commit, plan first steps, and email an accountability partner.

2. Prototype in Real-World Sandboxes Action: Deploy a minimum viable version of your idea with one early-adopter client this month. Capture feedback, iterate, repeat.

3. Translate Complex Data into Simple Decisions Action: Audit the dashboards your team uses. If a frontline manager can't tell what to do next in under 60 seconds, redesign the visual or add a plain-language "So What" line.

4. Purpose Outlasts Market Shifts Action: Write a 50-word purpose statement that focuses on the human problem you solve, not the product you sell. Review it before major strategy meetings.

5. Own Your Destiny, but Build a Community Action: Schedule a monthly mastermind (virtual or live) with peers who challenge your thinking. Share wins, roadblocks, and decisions you're wrestling with.

What's Your Napkin?

Rainier's journey began with three under-lined letters on a paper napkin. Grab one now—yes, an actual napkin—and jot the decision you know will change your life. Snap a photo, post it, and tag #PaperNapkinWisdom so our community can cheer you on. Remember: the future is shaped by the choices we ink today.

Contact Rainier Mallol:

https://www.linkedin.com/in/rainiermallol/

CHAPTERS

00:00 Intro & Rainier's backstory 04:18 The pivotal decision 11:02 Building AIME & predicting epidemics 18:45 Field-testing with governments 27:30 Purpose as your pivot compass 34:50 Scaling AI for customer experience 42:05 Rainier's napkin wisdom revealed 48:10 Action steps for entrepreneurs

For nearly three decades, Michael Walsh has helped owners of $2-$100 M companies escape the "growth trap" and win back their freedom. As founder of Walsh Business Growth Institute and author, the Vancouver-based adviser has guided leaders across North America and Europe to scale profitably without sacrificing culture or lifestyle.

A former competitive rower turned consultant, Michael blends strategic rigor with people-first pragmatism—rooted in the belief that business is a tool to help people get what they want.

Why Teams Sit at the Heart of Freedom

When Govindh opened this eleventh conversation in our Freedom by Design series, he zeroed in on a familiar danger zone: people. Michael didn't flinch:

"Teams done well can multiply power. They drive everything that's good in a company." — Michael Walsh

Yet most organisations still treat teamwork like a side quest. "We haven't been trained for teamwork," Michael observed, noting that athletic teams and business teams succeed for the same reason: deliberate practice of clear roles and handoffs.

From "Wrong People" to "Right Structure"

Many founders assume friction means they hired the wrong person. Michael challenged that reflex:

"Building a team is actually a design issue. If talented people are crashing, look at the design before you look at the roster."

The fix? Design teams for collaboration first, then talent. Train for the behaviours you expect, embed feedback loops, and reward collective wins as loudly as individual ones.

Train People for Teamwork

Michael compared too many organisations to pickup basketball games—everyone knows the score, few know the playbook. Teams must rehearse delivery the way elite athletes rehearse handoffs. That requires:

• Dedicated team-skills training (not just technical up-skilling)

• Routine post-game reviews that celebrate assists, not just points

• Clear role clarity so teammates "stay in their lane and still win together"

Expand Goals Beyond Deliverables

Michael asks leaders to articulate four layers of goals—client, individual learning, team, and company. Stretching targets this way turns a project into a platform for growth:

"Projects aren't just about deliverables; they're a chance to learn, to bond, and to move the company forward."

Mentoring as the Multiplier

Finally, Michael urged owners to "build in mentoring support for every team member." Whether that's pairing juniors with veterans or hiring outside mentors, the payoff is compounding capability and culture that scales itself.

5 Key Takeaways & Action Steps

1. Design Beats Default Takeaway: Most "people problems" are actually design problems. Action Step: Map one critical project and highlight every hand-off. This week, redesign the riskiest junction so the ball can't drop.

2. Train Teamwork Like a Skill Takeaway: Collaboration isn't innate; it's coached and practiced. Action Step: Block a monthly learning slot dedicated solely to a team skill—conflict resolution, effective meetings, or hand-off drills—and measure the improvement.

3. Set Four-Layer Goals Takeaway: Every project should advance client outcomes, individual learning, team cohesion, and company growth. Action Step: Rewrite your next project brief to include KPIs for all four layers, then review those metrics at every check-in.

4. Mentorship Compounds Culture Takeaway: Built-in mentoring turns talent into a tribe that scales itself. Action Step: Launch a 90-day micro-mentoring pilot—pair a senior with a junior, set one shared outcome, and evaluate the impact together.

5. Celebrate Assists, Not Just Points Takeaway: Reward behaviors that lift the whole team, not just star performers. Action Step: Add a "Best Assist" shout-out to your weekly huddle and tie it to a small bonus or public praise.

Ready to Put It on a Napkin?

Grab a real napkin (yes, the paper kind). Jot the one idea you'll act on this week to level-up your team design. Snap a pic, post it, and tag #PaperNapkinWisdom so our community can cheer you on—and maybe borrow a page from your playbook.

Because freedom isn't a solo sport. It takes a team.

Connect with Michael:

www.walshbusinessgrowth.com

David Umansky is the CEO and co-founder of Civic Builders, a nonprofit organization that designs, finances, and builds public charter schools in underserved communities across the United States. Since its inception in 2002, Civic Builders has helped create over 65 schools serving more than 30,000 students. But David's impact goes far beyond buildings. He is an architect of opportunity, an operator of systems change, and an advocate for equity through infrastructure.

In this episode of Paper Napkin Wisdom, David shares a deceptively simple message: "Be bold!" — a two-word command that reads like a whisper and hits like a thunderclap. But what does it really mean to be bold in a world driven by constraints, compromise, and compliance?

For David, boldness is not just about bravery. It's about designing for transformation. "If you want to solve big problems, you can't nibble around the edges," he says. "You have to get comfortable with discomfort — that's where the real change happens."

Building More Than Buildings

David opens up about the origin of Civic Builders and how a personal dissatisfaction with conventional impact pathways led him to pursue a model that merges public good with private execution. "We saw a gap. Charter schools were doing great work — but they were stuck in basements and old churches. The facilities were holding back the promise."

Rather than waiting for someone else to step in, David co-founded Civic Builders to solve a systemic failure: infrastructure as a barrier to educational equity. "We didn't just want to help a few schools. We wanted to build a machine that could support thousands."

De-Risking the Impossible

What makes Civic Builders unique is their ability to de-risk bold ideas for others. "We operate like a nonprofit, but we think like investors and developers. We make it easier for school founders and funders to say yes." It's a kind of courageous humility — removing the heavy lifting so others can lead.

But this isn't about playing hero. David frames his work as a team sport — one that requires long-term partnerships, shared vision, and the ability to thrive inside constraints. "Real impact isn't about throwing money at a problem. It's about putting in the time to understand systems and then doing the hard work of redesigning them."

When Bold Means Listening

Boldness, for David, doesn't always mean shouting louder — sometimes it means listening better. He shares the story of how Civic Builders adapted its approach after deeply engaging with the school leaders and communities they serve. "It's easy to come in thinking you know what's best. Boldness is admitting you don't."

This humility-led design thinking — something David calls "mission with feedback loops" — is what sets Civic Builders apart. Their work evolves with every conversation, every school opening, and every challenge faced.

🖐 5 Key Takeaways from My Conversation with David Umansky

1. Boldness Is Not Recklessness — It's Purpose in Action

"Being bold doesn't mean doing something risky for the sake of it. It means aligning your courage with something meaningful."

🧭 Take Action: Identify one area in your work where playing it safe is no longer serving the mission — then ask, "What would boldness look like here?"

2. Infrastructure Can Be a Lever for Equity

"The physical environment where learning happens directly impacts what's possible."

🧭 Take Action: Audit the systems, spaces, or tools your organization relies on. Are they holding people back? If yes, what can you redesign?

3. Build the Machine That Scales Good

"We didn't want to build one school — we wanted to solve the problem of building schools."

🧭 Take Action: Think beyond the one-to-one solution. How can you build processes or models that enable others to succeed at scale?

4. Be the Calm Inside the Chaos

"Leaders are most valuable when they can steady the ship — even if they're paddling like crazy below the surface."

🧭 Take Action: In moments of uncertainty, pause and model presence. Boldness often looks like stillness amid noise.

5. Feedback Isn't a Threat — It's Fuel

"Every critique is a window into a better version of what we're building."

🧭 Take Action: Create a mechanism in your business or team for gathering real feedback. Don't just listen — build with it.

David Umansky's napkin reminds us that boldness is not a slogan. It's a muscle — developed through intention, action, and reflection. Whether you're building a business, a school, or a movement, being bold means owning the moment where courage meets design.

📝 What's your bold move? Draw it out. Post it. Share your #PaperNapkinWisdom with the world. Let's build better — together.

Connect with David Umansky 🔗 LinkedIn 🌐 Civic Builders

In this powerful return to Paper Napkin Wisdom, the bestselling author of Networking Is Not Working and the new book Let's Retire Retirement dives into a game-changing mindset shift: what if retirement was never the goal?

Derek is a financial advisor, entrepreneur, community builder, and father. With decades of experience advising high-performing individuals and leading powerful networking communities like Cadre, he's seen firsthand how many people are grinding through their best years waiting for a someday that may never come. That's why his napkin—"Let's Retire Retirement"—is both a provocation and a plan.

"The subtitle of the book is: How to enjoy life to the fullest now and later," Derek explains. "Because what's the point of waiting?"

This episode is not about abandoning discipline or long-term planning—it's about shifting your paradigm. Derek offers a compelling argument that if we keep chasing a future reward at the expense of the present, we may never get the life we actually want.

From Deferred Living to Designed Living

Derek shares how the "retirement" model came from industrial-age thinking—a system that assumed people would be worn out by 65 and needed time to rest. But with rising life expectancy, improved health, and the flexibility of modern work, many high-performers are capable of thriving well into their later years.

"It's not that I'm anti-retirement," Derek clarifies, "I'm anti-deferring joy."

He urges leaders to rethink the way they structure their lives. Instead of slogging through decades to reach a mythical endgame, he encourages micro-retirements, intentional sabbaticals, and rebalancing life now to ensure you're not just accumulating money—but accumulating moments.

The Mindset Shift That Changes Everything

Derek's take is deeply personal. As a dad and husband, he's recalibrated how he spends his time. Rather than front-loading his career and back-loading family, he's building a life that blends both. He believes this is not only possible—but essential—for entrepreneurs and leaders.

"Why are we so okay with this cultural lie," he asks, "that the best years of our lives should be sacrificed for the unknown promise of leisure later?"

In his experience coaching and advising leaders, the ones who thrive the longest are those who remain curious, active, and engaged—not those who drop everything at 65.

This episode invites listeners to question deeply held assumptions about success, productivity, and legacy. And Derek doesn't just share theory—he offers practical ideas you can act on today.

5 Key Takeaways from Derek Coburn – Episode 269

1. Retirement is an outdated concept—design your life instead

"Why are we deferring the good stuff? Let's build it into our now."

• Take Action: Audit your calendar—where are you deferring joy? Schedule one thing this week that brings long-term joy now.

2. Micro-retirements and intentional breaks are powerful

"You don't need to stop working to rest. You need to be intentional."

• Take Action: Plan a 2-3 day "mini-retreat" in the next 90 days where you focus on rest, reflection, and connection.

3. Enjoy now and later—it's not either/or

"You can be responsible and present. It's a false tradeoff to think otherwise."

• Take Action: List 3 experiences you've been putting off. Choose one and create a plan to do it this quarter.

4. Curiosity and contribution are key to lifelong fulfillment

"Most of the happiest older folks I know are still contributing in some way."

• Take Action: Identify a way to use your skills to serve a cause or mentor someone—even in a small way this month.

5. Relationships and community matter more than wealth

"No one retires well alone. The people around you are your legacy."

• Take Action: Reconnect with one person this week who energizes you. Reach out and invite a deeper conversation.

Derek's message is timely, practical, and deeply human. If you've ever wondered if there's more to life than the next milestone, this episode is a must-listen.

📌 What's your version of retiring retirement?

Write it on a napkin. Share it. Start living it.

👉 Tag your takeaway with #PaperNapkinWisdom and let's spread the message that fulfillment isn't a destination—it's a design choice.

Connect with Derek:

www.derekcoburn.com

In Episode 268 of Paper Napkin Wisdom, we continue the Freedom by Design series with leadership expert and business growth strategist Michael Walsh. Michael has helped countless organizations align leadership and team development with sustainable growth—and in this tenth installment, he delivers a crucial message for anyone leading people: Develop a career development growth plan that's not about your business, but about your people.

The napkin reads: "Develop a Career Development Growth Plan" with four key ideas underneath:

• It's all about them

• Longer-range goals (10 yrs)

• Superpower & Kryptonite

• Learning over the next 3 years

This deceptively simple napkin is actually a career growth compass—one that aligns with the values of true leadership: unlocking potential, not prescribing performance. It's about cultivating human flourishing as a growth strategy. And in today's market, it's more than thoughtful—it's necessary.

It's Not About You—It's About Them

Michael kicks things off with a strong perspective: "Career development should never start with the business—it should start with the person."

Too often, growth planning starts from the company's perspective: "What do we need them to become?" But in this model, Walsh challenges leaders to flip the lens and ask instead: "What do they want to become—and how can we support that journey?"

When people feel seen and supported for who they are and what they want, they show up differently. This shift in posture—from extraction to empowerment—creates a culture where career development becomes a mutual investment.

"They'll run through walls for the business… if the business is helping them become who they want to be."

Think 10 Years Out

Most "development plans" barely look beyond the next performance review. But Michael challenges us to have a 10-year conversation. Why?

Because when people are invited to imagine themselves that far ahead, they reveal bigger dreams—and we as leaders get to help shape pathways that unlock them.

He puts it this way: "Ask your people where they want to be in 10 years—not in this company, but in life." Then, build the plan backward from there. When that horizon becomes part of your 1:1 conversations, it changes the tone entirely.

"It's not about retention tactics—it's about becoming a career launchpad."

Discover Superpowers and Kryptonite

Great leaders develop people by understanding both their greatest strengths and their biggest stumbling blocks.

Michael suggests having open, honest conversations about:

• What lights them up?

• What drains them?

• What do they do better than most?

• What patterns derail their progress?

Naming these openly allows teams to design around both—leveraging strengths while creating support structures to mitigate weaknesses. It's about helping people build not just competency, but self-awareness.

"If we don't name the Kryptonite, it'll keep sabotaging their success."

Map the Learning Journey

Once the long-term vision and present-day strengths and weaknesses are clear, the next step is identifying what learning needs to happen in the next 3 years to close the gap.

This might include formal education, mentorship, stretch roles, side projects, or even coaching. The key is: you're not managing performance—you're engineering momentum.

Michael stresses: "This is where the leader becomes a designer."

Too many companies fail to link learning and development to a person's desired trajectory. This model corrects that by making learning intentional, aligned, and personal.

5 Key Takeaways from Michael Walsh (Episode 268)

1. Make Career Planning About the Person, Not the Role

"Start by asking who they want to become—not what job they want to do better."

Take Action: In your next 1:1, ask your team member what their ideal life looks like in 10 years. Just listen.

2. Use 10-Year Vision to Unlock True Aspiration

"Most people have never had anyone ask them that far ahead."

Take Action: Include a "10-Year Vision" section in your employee development framework. Make it part of your quarterly check-ins.

3. Identify Each Team Member's Superpower and Kryptonite

"You can't grow someone if you don't know what grows them—or what stunts them."

Take Action: Ask your team: "What's one thing you do better than most—and one thing that reliably throws you off your game?"

4. Plan 3 Years of Learning to Bridge the Gap

"Make learning the path—not the perk."

Take Action: Help each person identify 1-2 high-impact learning goals that support their 10-year vision, and resource them.

5. Your Company Can Be Their Launchpad

"The best retention strategy is being the place where they become who they're meant to be."

Take Action: Reposition career growth conversations as a partnership. Build a development roadmap that serves them and the business.

In a world where people are rethinking work and fulfillment, Michael Walsh gives us a napkin that's as timely as it is timeless. Developing people isn't just a leadership responsibility—it's a privilege.

And as Michael reminds us: "When people know you're invested in who they want to be, they'll help you build something great."

So: What if your business was the best place for someone to discover their future self?

📌 If this episode inspired you, here's your challenge: Grab a napkin and write down your own team member's name—then sketch out what a 10-year, person-first development plan could look like.

Share your napkin with us using the hashtag #PaperNapkinWisdom and let's build a better future together.

Contact Michael:

www.walshbusinessgrowth.com

Marc Dann is no stranger to high-stakes leadership. As a former Ohio Attorney General and now a tireless advocate for consumer rights, Marc brings a seasoned perspective on accountability, resilience, and purpose. In Episode 267 of Paper Napkin Wisdom, he shares a deceptively simple, yet profoundly powerful mantra that has anchored his professional and personal comeback: "Get up. Get dressed. Go to work. People are counting on you."

These aren't just words Marc scribbled for effect—they are a lived commitment forged in adversity. After resigning from public office in 2008, Marc found himself in a moment of deep uncertainty. But instead of retreating, he focused on rebuilding.

"When I read the pitch to submit for this, I immediately thought of a situation that happened right after I resigned office," Marc explains in the episode. "I had clients who still needed me. I had to show up."

And show up he did. Marc didn't just reenter the legal profession—he doubled down on his mission to protect and serve. Today, he represents clients in housing disputes, foreclosure defense, and consumer protection cases. His firm stands as a beacon for people navigating hard times—because Marc knows what it's like to be in that place.

Showing Up Even When It's Hard

Marc's napkin is a call to action, especially for leaders. In times of transition, scandal, or failure, it's tempting to stay hidden. But Marc reminds us that leadership isn't about perfection—it's about presence.

"Getting dressed wasn't about the suit. It was about stepping into responsibility," he says.

This episode isn't about politics. It's about leadership that gets up anyway. It's about not letting the worst day define your every day. It's about remembering that your team, your family, your community—they're counting on you. And your job is to show up for them, even if it's uncomfortable.

Marc also talks about how this mindset continues to guide his team's work. They represent individuals going through some of the most stressful experiences of their lives. For his team, showing up isn't optional—it's the foundation of trust.

5 Key Takeaways from Episode 267 – Marc Dann

1. Your Presence Matters More Than Your Perfection No matter how messy life gets, showing up with integrity can still have massive impact. 💡 Take Action: Identify one situation where you've been avoiding engagement—show up intentionally this week.

2. Leadership Is a Daily Decision Marc reminds us that leadership is not a title, but a commitment you make every single day. 💡 Take Action: Start your morning with a grounding phrase or mantra—Marc's napkin is a great place to begin.

3. Purpose Can Be Reclaimed After Failure Failure isn't the end. Marc's comeback story proves you can re-earn trust by taking responsibility and doing the work. 💡 Take Action: Reflect on a past setback—how could it become a launching point for deeper purpose?

4. People Are Always Counting on You, Even If You Forget Whether you're a CEO, a parent, or a team leader—your consistency matters. 💡 Take Action: Send one message of gratitude or encouragement to someone who counts on you. Remind them you're here.

5. Rituals Ground Resilience "Get up. Get dressed." is more than just literal—it's a ritual that roots Marc in action when emotions run high. 💡 Take Action: Create a simple daily ritual that signals it's time to lead—even if you're not feeling it.

Marc Dann's story isn't about never falling—it's about what happens after you do. His Paper Napkin Wisdom offers a battle-tested reminder: leadership is showing up with purpose, especially when you don't feel like it.

What's your version of "Get up. Get dressed. People are counting on you"?

Write it down. Snap a picture. Share it with the hashtag #PaperNapkinWisdom—and remind someone else that their presence matters, too.

Contact Marc Dann

https://www.linkedin.com/in/marcdann/

Darren Hickman has spent decades navigating the complex terrain of branding, marketing, and emotional engagement. A former Disney executive and seasoned marketing strategist, Darren brings an uncanny ability to see how the unseen emotional levers drive business outcomes. In this episode of Paper Napkin Wisdom, Darren shares a deceptively simple truth scrawled on his napkin: "Nearly all decisions are driven by emotions… How you can leverage that in business."

What follows in our conversation is an emotional masterclass in leadership, branding, and influence.

"Logic justifies decisions — but emotions make them," Darren says early in the episode. "If you're not speaking to the heart, you're not speaking to the decision-maker."

This episode cuts deep into the myth that B2B means "cold and rational." Darren asserts, and supports, that emotional storytelling is just as critical in a boardroom as it is in a living room. And he doesn't leave the concept floating in theory — he brings tools and stories that leaders can act on immediately.

The Emotional Brain Buys First, the Logical Brain Justifies After

Darren walks us through the neuroscience of decision-making. In his words, "The limbic brain, which governs emotion, doesn't even have the capacity for language — yet it runs the show. That's why people will say 'I just felt it was right.'"

He urges business leaders to stop trying to win with logic alone and instead focus on how their brand or leadership style feels to others.

Stories Create Safety — and Movement

Darren tells a story from his time working with top-tier brands where a CEO's message fell flat because it was purely informational. "We reframed the message with a story — just a 90-second emotional arc — and suddenly, the team leaned in."

The takeaway? If your people aren't moving, your message might not be emotional enough.

Leading with Emotional Honesty

As a leader, Darren says the greatest opportunity is to model vulnerability and real emotional expression. "If your team sees you as invincible, you've already lost them," he shares. "Let them see how you feel about the mission, not just what you think."

He's not talking about emotional outbursts, but intentional, authentic emotional leadership. The kind that drives trust, not fear.

Marketing That Resonates

In an era of information overload, Darren emphasizes the importance of brand storytelling that's rooted in emotional resonance, not just clever taglines. He believes your brand must answer one critical emotional question: "What do we want people to feel when they experience us?"

This applies to internal culture as much as it does to customers. As he put it, "People remember how you made them feel long after they forget what you said."

5 Key Takeaways from Episode 266 with Darren Hickman

1. Emotions Drive Decisions — Period

Quote: "You can't reason someone into a decision if they don't feel it first." Take Action: As a leader or marketer, build in intentional emotional checkpoints. Ask, "What feeling are we creating here?"

2. The Brain Trusts Story More Than Facts

Quote: "Stories bypass skepticism and go straight to belief." Take Action: Use narrative frameworks in your next team meeting or customer pitch — try beginning with a human problem and an emotional resolution.

3. Emotional Leadership Builds Loyalty

Quote: "People will follow a leader who's real, not just right." Take Action: Share one story this week about a personal failure or emotional moment that shaped your leadership.

4. Emotion Creates Differentiation in a Crowded Market

Quote: "Most businesses are competing on logic. You can own the space of feeling." Take Action: Audit your customer journey — from website to onboarding — and ask where you can inject a more emotionally resonant moment.

5. Authenticity Is the Shortcut to Influence

Quote: "People can smell scripted leadership. Speak from the heart." Take Action: Drop the script in one conversation this week and share what really matters to you.

Connect with Darren Hickman

Darren Hickman is an expert in emotional branding and leadership, with a track record that spans Disney and major global brands. Connect with Darren here: 🔗 LinkedIn – Darren Hickman