Let’s talk about the language of accountability.

When we ask people to be accountable, we need to be crystal clear about what we expect from them—and that we actually expect it to be done. No wiggle room, no ambiguity.

Most people feel drained at the end of their workday, and a big reason for that is they’re constantly wondering: Can I trust John to do what John is supposed to do? Will Julie follow through? Is Tim going to drop the ball? When you don’t have that clarity, you go home exhausted. But if you know exactly how to approach John, Tim, and Julie—if you can go to each of them and say:

“John, by Tuesday at 2:00 PM, I need this report turned in. It should have these three columns, laid out this way, and the outcome should be XYZ. You’ll bring me a first draft on Monday so I can make sure it’s on the right track, and we’ll finalize it by 2:00 PM Tuesday. Is that clear? Is there any reason you wouldn’t be able to meet that commitment?”

If John says no? Great. I’m going to hold you to that commitment.

Now, Julie—same thing. See how that works?

Notice how speaking with authority doesn’t mean you have to outrank someone. You could be talking to your manager or even the CEO. It’s not about position—it’s about confidence. When people hear that kind of direct clarity, they respect it. They recognize, This person gets things done. They expect results. I don’t want to be the one to let them down. And when that mindset becomes the norm across an organization, miracles start happening.

Now, don’t get me wrong—I know there’s no magic pixie dust floating in the air. We’re not living in some fantasy land where everything changes overnight. But just because it’s not happening across your entire organization yet doesn’t mean you can’t be the one to start it.

And when you do? You’re going to feel amazing. You’ll go home at night thinking, What do I do with all this spare time? Because you’ve set clear expectations. You’ve made it obvious what you’re counting on people to deliver. And if they don’t follow through?

You step in. “John, you made a promise. Around here, a promise is the foundation of trust. Without trust, we don’t have a business relationship. You broke that trust. So tell me—what are you going to do to rebuild it? Because we can’t keep doing this. You get that, right?”

See, when you address issues head-on, you might actually be saving John’s job. Because if he doesn’t figure it out, he’ll eventually find out he doesn’t belong here—likely when he’s packing up his desk.

The truth is, we have an ethical obligation to hold our team members accountable for results. And the reason so many people avoid doing that? They don’t want to be held accountable themselves.

But here’s the thing—if you don’t want to be held accountable, someone will let you fail too. So now’s the time. Step up. Hold the people around you accountable, and expect them to do the same for you.

That’s how real change happens. Beautiful.

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This one’s a classic, and I’ve got to share it. It’s from The Magic of Thinking Big. Now, I know there are some outdated comments in the book, but honestly, wisdom is wisdom. And timeless wisdom doesn’t lose its value.

So on page 276, under the section “How to Think Like a Leader,” it says, “Think progress, believe in progress, push for progress.” That stuck with me. And the reason I bring it up is because we’re living in a world where AI is becoming a huge part of everything. It’s not going anywhere. We all need to level up our skills—especially our critical thinking abilities—if we want to thrive.

You can’t just rely on basic, “easy solution” thinking anymore. That’s what my mentor used to call “pedestrian thinking.” And when it comes to AI, that won’t cut it. AI moves quickly and can get way off track if it’s not guided by real wisdom and careful judgment.

Taking your personal development seriously is more important than ever. I’ve seen so many young people rise to the top in their organizations. I’ve known people who’ve gone through management development programs and jumped straight into executive roles while still in their twenties. I’ve seen others get certifications and become presidents in just two years.

In this AI-driven world, you need to start thinking bigger. Think and Grow Rich isn’t just a phrase—it’s a mindset. You’ll have to develop your thinking and learn things you didn’t think you were capable of. The future’s bright for those who dive in, but if you just sit back and wait for someone to tell you what to do, it’s going to be a tough ride.

So, make the decision to think big, invest in your mind, and grab every learning opportunity that comes your way. Master those skills, apply them, and strive to be the kind of team member you’d love to have around. Step all in.

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You gotta own it—own your job. And that doesn’t just mean doing what’s in your job description. It means looking at the bigger picture, seeing what needs to get done, and making it happen. It means writing up procedures for what you do so that if you’re out sick tomorrow, things don’t fall apart. Owning your job means taking responsibility for the outcomes—you can’t just say, Well, I was sick, so I couldn’t do it.

Nope. That’s not how it works. You have to step up, take ownership, and handle everything that comes with the role—including documenting processes, creating checklists, and making sure the people around you are cross-trained. And if you’re thinking, I’d never train someone else to do what I do—this is my job security! let me tell you, that mindset is working against you. If you don’t share knowledge, if you’re not a team player, someone higher up is already noticing—and not in a good way.

Owning your job means that if something breaks down, you don’t just stand there and say, Well, no one told me how to fix it, so I didn’t. That’s playing the victim, and that’s the opposite of ownership.

Instead, figure out what you’re responsible for and find the best, most efficient ways to get it done. Go above and beyond. Document your processes, create checklists, and make sure your supervisor and teammates know where to find them. When you do that, opportunities at a higher pay level will come your way.

But if you hold all your knowledge tight to your chest, thinking, This is my job. I’ll never teach anyone, and they’ll sure miss me when I’m out!—well, they will miss you, but not because you’re out sick. They’ll miss you because you’re not there anymore.

Owning your job means taking full responsibility for its outcomes. And you know what? Winning is fun. So step in and make it happen!

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Communication is one of the hardest things to get right.

Between what the sender is saying and what the person who’s listening hears, there is almost always a breakdown. The thing said is not usually what the person heard.

Yet most people go on with what they’ve heard, try to create the change in the work to make something happen, mess up, and say, “But you said…” Well, that’s not what they said, it’s what was heard.

It’s important that both people involved in communication understand the thought of closing the communication cycle. So, what’s the communication cycle?

It means this. There’s a sender who sends out the communication, and there’s a receiver who hears the communication.

It goes like this: “Tommy, I need the XYZ report completed to the specifications I laid out in the bullets that are laid out in the form that I gave you and I need it by seven o’clock on Thursday.”

The person who receives that message says: “Okay, what I think I heard is that you need it by seven o’clock, I do have that form. I understand the specifications, I will complete it to those specifications, and I believe you need it by seven o’clock on Thursday. Do I have everything correct?”

You would think this is the end of a communication cycle because this is already far better than what usually happens. But oh no, there’s more.

What needs to happen next? Now, the person who received the request needs to come back to the person and say: “Hey, you asked me to put together this project by seven o’clock on Thursday meeting these specifications. Here are the specifications. Here’s the project. Did this meet your conditions of satisfaction?” Not until the person says, “yes” is it a finalized product.

Think about the number of times when people say: “ Yes. I did that. It’s sitting in a folder on my desk… Yes, I did it. It’s saved on our intranet…” Who would know if it was done correctly?

Think about the amount of rework that gets done in companies because somebody doesn’t check to make sure it hits the conditions of satisfaction before they check the little piece on their to-do list.

If they instead would just say: “Did this meet the conditions of satisfaction?\” and get that “Yes.” Now, they know it is completed correctly, and the rework goes away.

That’s the way to close the communication cycle. And guess what? That is your job.

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Thanksgiving is my favorite holiday of the year.

The good is great, but it’s not about the food. It’s about the connection and the remembrance to stop, pause, and appreciate the people in our lives. The things we have.

In a world that’s on its ear where it seems that almost everything is a little bit crazy, it’s time to remember all the great things going on, the great people that are there, that we have a job, that we get to contribute, that we have teammates we get to connect with, that we have a boss who cares for us and wants us to have better things, and that we get to play on this earth together.

Please take a moment to appreciate the people you work with. Give them a high five. If appropriate, a hug. Decide to let them know they matter to you.

Let this season be the time of remembrance for the things you want to feel all year long which is a connection to the very people that you work with because it’s all about the people.

So Happy Thanksgiving. Make it an extraordinary one by living in a state of gratitude and appreciation.

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