My newsletter has been good to me. It’s helped me connect with folks in a way—frequently and with value—that would not have otherwise been possible. And I’ve received lots of great feedback from readers that testify it’s been good for them.

But I’ve decided to end the newsletter, at least in its current form. Two reasons …

I’ve published this newsletter every week for more than five years, come rain or shine, through ups and downs. Never missed a week. 279 episodes, 4 books. And I’ve really valued the feedback that you’ve given.

Now I’ve decided this theme has run its course. Before I wrap up, I have one final request …

My father was an accountant. For 70 years, he produced pristine double-entry ledgers in the most beautiful hand-writing. That was his art.

I've been honoured to work with many colleagues who know their craft inside out. But these experts have a challenge—to keep seeking new ways

How do you know when you are a good collaborator? And how can you get better?

A business runs well when many concurrent activities are in simpatico and interdependencies align.

In other words, you're only as good as your weakest link, however much you excel elsewhere.

There's one question that I am asked above all others. "My Board is asking me to provide an assessment of our security risk. We don't know how much we should be investing in information security, but there's a feeling we're not putting enough focus on this today. Where do I start?".

When you're solving a problem, it's all too easy to obsess on the issue at hand and ignore the overall context.

We’re all well aware of the role apps play in our lives. A great way to keep a useful tool within reach—and the app provider's brand in our pocket.

Early in your career, you probably had the luxury of focusing on the challenges of the day.

But as you broaden your scope and take on larger leadership challenges, it pays to add dimensions to your thinking.

I get a lot of calls from leaders whose businesses are in crisis. The first step is clear—halt the slide towards disaster.

Too many companies treat customer experience as an after thought, something they’ll get to one day and pay lip service to in the meantime. Lazy thinking.

I met up with a long-time coaching client last week. He had just been appointed to a great new position and was excited to talk about how we could work together again.

We’ve all seen examples of over-sharing—everyone with a smartphone has access to technology that can spread information to hundreds or millions in the blink of an eye.

Making decisions can be tough, but procrastination is worse.

You've established the new vision for your business and you're leadership team is locked and loaded.

So much of our decision-making time is spent seeking the information we need in order to decide. Too often, we give up and act in a vacuum.

Pick a sport. Any sport. Now think about the top ten teams or individuals in the world. Name one that would be on that list if they'd never been coached.

What does cultural change really mean to you? I've seen many too businesses struggle to move beyond well-meaning lip service.

Every investment you make has a goal. The question is whether that's to build the future or fix the past.