Archive for the ‘Workplace Productivity’ Category

You’re Not Paid for Activity—You’re Paid for Outcomes. Period.

Monday, April 28th, 2025

How to Think Like a 7-Figure Earner Instead of an Employee on a Hamster Wheel.

This video will pull back the curtain on the brutal truth: You’re not paid for what you do. You’re paid for what you deliver. Sending emails, sitting in meetings, “working on it” — none of that moves the needle unless it produces a real, measurable outcome. You’ll hear the mindset shift that separates high earners from the mediocre masses — and the one question you MUST ask yourself daily if you want to elevate your income, your impact, and your influence.

If you’re tired of confusing motion with progress — this is where your breakthrough starts.

👇 Watch the full breakdown below, or scroll for the full transcript.


Too many people confuse movement with progress.

They send the email.
They go to the meeting.
They check the box — and they think they’re delivering.

But here’s the reality: You’re not paid for activity. You are paid for outcomes.

Let that land for a moment.
An activity is not a result.
Let me repeat that: An activity is not a result.

Thomas Sowell put it this way:
“For bureaucrats, procedure is everything and outcomes are nothing.”

And you?

Well, you’re not a bureaucrat. If you want to elevate your value, your role, and your results, stop thinking in terms of activity.

Start thinking in terms of impact.

Here are a few examples:

  • “I sent an email” is not the same as securing the appointment from that email.
  • “I scheduled a meeting” is not the same as getting the outcome of that meeting — and reporting on that outcome.
  • “I’m working on it” is usually code for “I’m stuck and don’t want to admit it” — and often means you’re not making real progress. (Ouch, but true.)

Outcome-based thinking changes everything.
It shifts how you prioritize, how you measure success, and how you deliver results that truly move the needle.

This is the mindset of high earners, high performers, and high achievers.

And it all starts with one simple question:

“What’s the outcome I’m here to create?”

Always start there.

The Lazy Brain is Now Obsolete—Here’s What AI Can’t Do (Yet)

Monday, April 21st, 2025

Why First-Order Thinkers Are the Next Dinosaurs

In today’s AI-driven world, developing critical thinking in the age of AI is more essential than ever.
While artificial intelligence can assist with tasks like generating creative content or analyzing data, there are human skills AI can’t replace—such as making judgment calls and identifying risks—are what will truly separate the top performers. In this video, we explore the importance of second-order thinking, strategic decision-making, and the essential leadership skills needed to thrive in the AI era.

Watch to learn how critical thinking in leadership is the key to success, and how to ensure you stay ahead of the competition with deep thinking in the workplace.

👇 Watch the full breakdown below, or scroll for the full transcript.


Artificial intelligence can do a lot: write reports, crunch numbers, even generate creative content. But it can’t replace one thing: your ability to think critically.

In today’s rapidly changing workplace, where AI and automation dominate headlines, developing critical thinking in the age of AI is no longer optional—it’s essential. In a world of fast answers and surface-level problem solving, first-order thinking is becoming a liability.

Som Bathla, in his book Intelligent Thinking, outlines the cost of shallow thinking:

  • First-order thinking reacts to surface issues.
  • Second-order thinking anticipates consequences and drives transformation.

That distinction is everything.

Today, we need more strategic thinking in leadership, especially from those who don’t just do what’s urgent—but what’s right.

AI can assist you. But it can’t replace the human brain that can:

  • Identify risk
  • Weigh nuance
  • Make judgment calls under pressure

These are the kinds of leadership skills for the AI era that machines simply can’t mimic. Human skills AI can’t replace—like discernment, foresight, and real-time decision-making—are what will differentiate top performers.

In a world increasingly driven by AI, those with wisdom will dominate. That means nurturing the deep thinking in the workplace that creates long-term impact, not just fast execution.

So here’s your challenge: What three books will you read on your area of expertise this month to stay ahead of the pack?

Because in this new era, critical thinking isn’t just a skill—it’s a survival trait.

When 20% Do 80%: Why That Ends Now

Monday, April 14th, 2025

Holding Everyone Accountable for Performance

In high-performing organizations, a small percentage of people carry most of the weight—and that’s a problem. According to research, the top 5% of employees produce 26% of the total output, while many others coast under the radar. Yet 75% of employees believe they’re in the top 10%. The result? Burnout for your best people, stagnation for everyone else, and a culture that quietly rewards underperformance.

In this video, we break down what happens when performance accountability in the workplace is ignored—and how to fix it. You’ll learn why busy isn’t a badge of honor, how to clarify your key performance drivers, and how high-performance cultures thrive not on fairness, but on ownership.

Whether you’re leading a team or trying to stand out on one, this is your roadmap to building a
results-driven culture—starting with you.

👇 Watch the full breakdown below, or scroll for the full transcript.

It’s one of the most damaging dynamics in the workplace:

20% of the team does 80% of the work. And the rest? They coast.

According to Dr. John Sullivan, the top 5% of employees produce 26% of an organization’s total output. They’re producing over four times more than their share.

But our own nationwide performance culture study showed that 75% of employees believe they’re in the top 10%.

Let that sink in.

Here’s the mindset shift:

Busy is not a badge of honor. It’s a distraction.

Results are the standard.

Accountability isn’t optional.

If you haven’t clarified your top three performance drivers with your manager, do that now. It‘s on you to get those key performance metrics so you are dealing with reality. Because if you don’t know what you’re responsible for, you’re likely underperforming without realizing it—a problem all too common in teams without strong performance accountability in the workplace.

High-performance cultures don’t thrive on fairness. They thrive on ownership.

– Roxanne Emmerich


When They’re Not Your Direct Report… But They Are Your Problem

Monday, April 7th, 2025

Have you ever worked with someone who isn’t your direct report but they are still absolutely your problem?

They disrupt meetings, derail progress, and damage morale but because they’re not officially yours people freeze. They stay silent.

Here’s the truth. Influence has nothing to do with position. It has everything to do with taking responsibility.

A healthy high performance culture doesn’t tolerate poor behavior, and it certainly doesn’t tolerate silence about it. You don’t need a title to step up. You need clarity about what you stand for and the courage to protect the team dynamic.

So start by addressing the behavior, not the person, asking questions instead of making accusations, framing it as support for the mission, not a personal critique.

Because when one person is disruptive and nobody says anything, that’s how culture erodes fast. So get involved. Speak up. Ask the disruptor for what you need. Don’t sit by as an observer or you become a part of the problem.

– Roxanne Emmerich


No stories, please

Monday, March 31st, 2025

Business is filled with obstacles that we need to overcome and get through. The only thing that really works is an inner drive with complete commitment along with innovation and an unstoppable approach.

Obstacles will happen every day. When they see an obstacle, many people begin to craft their story of why the obstacle is the reason they can’t get the result. “Well, I was going to accomplish this, but then this happened, so I couldn’t accomplish it.”

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