There's a ton of great information about habit building out there, so why are you (and me, and everyone else) still struggling to make our habits stick? When I think back to my own life, I realized I've never actually changed a habit intentionally, and that's actually the reason why I've been able to make lasting change. Instead of changing habits, change your identity, and then the habits start to take care of themselves. Rather than trying to "eat more vegetables," think of yourself as a healthy person, and watch how you'll pick that habit up effortlessly. That's how you get your habits to stick.

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Books on Habits

The Power of Habit

Atomic Habits

Tiny Habits

Other Books Mentioned

Unscripted

Dedicated

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If you've been listening to this podcast lately, you'll know that last week I completed something a long time coming: I did a Hyrox competition. While the race itself was miserable by every measurable standard, it reinforced a powerful truth: growth rarely feels good in the moment, but it often feels right in hindsight. I liken it to the Japanese concept of "Misogi"—voluntarily choosing discomfort to expand our physical, mental, and emotional capacity. Avoiding discomfort slowly erodes our confidence, resilience, and sense of aliveness, while leaning into hard things does the opposite. In a culture optimized for convenience, comfort, and avoidance, it's important to remember that the things we dread, procrastinate, or try to numb ourselves from are often the very experiences that build self-trust, courage, and meaning. You don't need a race or a mountain to grow, just the willingness to move toward the thing you're avoiding and see who you become on the other side.

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Today's topic is something we've all experienced, but maybe more so during the holidays as we spend more time with distant relations: not seeing eye-to-eye with people—at work, at home, everywhere—and I wanted to share some ideas on what we can do about it. There's a worrying trend that all of the Big 5 personality traits are dropping, and especially agreeableness. That friction amongst us wrecks relationships, influence, and connection. In my eyes, the solution isn't raw empathy so much as perspective-taking: meaning deliberately imagine how the other person sees the world (their fears, values, desires) so you can actually move them. When it comes to our interactions with those we just can't seem to get along with, we can always ask better questions, pay more attention, and hunt for uncommon commonalities that let you influence without losing yourself.

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In this week's episode, I'm sharing the top 10 lessons currently shaping my life and mindset. From the freedom that comes with realizing nobody's actually paying that much attention to you, to the power of taking action before motivation strikes, to the paradox of accepting yourself before you can change—these ideas hit across psychology, happiness, identity, and resilience. I share why permission is an inside job, how the 3 C's of happiness keep me grounded, why doing the right thing doesn't always deliver the result you expect, and why the most unreasonable choices tend to become the most memorable. And finally, we wrap with a reminder that being surrounded by people who believe in you—just slightly more than you believe in yourself—might be one of life's greatest advantages. Be that person for someone else.

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I'm notorious for hating personality tests. Humans are infamously terrible at self-awareness, and personality tests become an excuse for people to act like the most base-version of themselves without any reason to change for the better. That being said—there is a personality model that's been intriguing me lately, one that paints a more complete picture, and exists on a sliding scale to make room for the inevitable changes of personality. It'll never be the be-all-end-all of understanding people, but it's a useful tool for understanding ourselves and the people we work with.

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Today I wanted to share a favorite leadership story of mine about JD Rockefeller and what it teaches us about shifting from being a "doer" to being a true "driver." From inputs vs. outputs vs. outcomes to the Pygmalion Effect, I'm breaking down why great leaders step back, think deeply, develop their people, and focus on long-term results rather than endless tasks. This episode an off-the-cuff, no-script pod, but I'd invite you to audit how you spend your time, bump up their "driver" percentage just 5%, and start leading with vision instead of busyness.

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Once again, I'm lucky to have my favorite guest (and yours too!) on the podcast this week—my wife, Kelsey. Kelsey is a professional dancer and teacher and while from the outside, it seems like our careers couldn't be more different, there's a huge amount of overlap. So today, we wanted to talk a bit about teaching, how to communicate effectively, and the qualities that make a leader great. And of course, we had to throw in a little something fun and share some of our top favorite hikes of all time.

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When I'm around my parents, siblings, and wife, I'm the best version of myself. My nervous system shifts. Stress dissolves, I feel grounded, funny, confident, and fully myself. And yes, my family is full of incredible individuals, but that's not the only reason why. Humans are built to regulate our emotions together, through a shared, social experience. We learn this as babies, but it's not something we grow out of. As adults, we still regulate through connection, presence, eye contact, tone, and trust. So, as leaders and coaches, this matters deeply: our energy is contagious, and people feel our regulation (or dysregulation) more than they hear our words. The best leaders manage their own nervous systems and surround themselves with others who help them stay calm, confident, and resilient.

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If you know my sister, Jill, you'll know that she's kind of a legend when it comes to personal development. No one has challenged me to learn and grow more than she has. So today—the day of her wedding—I wanted to have Jill on to walk about the mindset shifts necessary for overcoming obstacles in our lives and the value of self-compassion in achieving high standards. You won't find a better example of leadership than Jill.

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People tend to fall into two camps when it comes to our feelings on vulnerability—you either think it's unnecessary weakness and oversharing, or it's everything to you and you're constantly emotional purging—but both miss the point. Drawing from Dr. Jeff Polzer's research at Harvard, I want to talk about what he calls the vulnerability loop: the small, human moments when one person signals "I don't have it all together" and someone else responds in kind. Those tiny exchanges are what build trust, safety, and high performance in any team or relationship. Vulnerability isn't just spilling your innermost thoughts; it's about signaling honesty, courage, and openness, and modeling that for others. When we lead with small, authentic signals of being human, we create cultures where people can connect, learn, and perform at their best.

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