Every organization runs on two levels: what’s visible in the structure and what’s lived in the relationships.
Most leaders work tirelessly to fix the visible — processes, communication, roles, accountability — but the real architecture of performance ...

Leaders are often told to “slow down,” “set boundaries,” or “just stop.” But for many high-performing executives, that advice sounds like telling a passenger to fly the plane mid-air. It’s not that they don’t want to stop—it’s that the plane is in mo...