Author: Charles Schrock
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Dealing with the world I live in
I saw this used as justification for addressing a symptom rather than a root cause. I can sympathize with the basic sentiment. But I don’t like it as a catch-all phrase. Read more
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Teams deserve attention
I think that we sometimes latch onto the idea of ‘teams’ with too little thought. Read more
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Job #1 for Executives
Make sure that the people who are supporting you succeed. Read more
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Does your job description define you?
In your organization, who are you, exactly? What’s your role? How do you contribute? Read more
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You may have too many cultures
Every time some part of the mission gets delegated, you may be creating a new culture. Read more
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Focus on Culture or Structure?
If you’re interested in developing high-performing teams, then you may have given thought to the differences – and similarities – between ‘performance culture’ and ‘performance structure’. Read more
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Mental Models
𝗧𝗼𝗽 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗲𝗿𝘀 𝗱𝗼𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗮𝗯𝘀𝗼𝗿𝗯 𝗶𝗻𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻. 𝗧𝗵𝗲𝘆 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗲 𝗶𝘁. Geoff Colvin, in his book 𝘛𝘢𝘭𝘦𝘯𝘵 𝘪𝘴 𝘖𝘷𝘦𝘳𝘳𝘢𝘵𝘦𝘥, writes that top performers are better at organizing their knowledge, saying that “… top performers learn and understand new information better than average performers, since they see it not as an isolated bit of data but as part Read more
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Design for Impact
Why Star Performers Negotiate their Work. Brendon Burchard in his book High Performance Habits reminds us: “The main thing is to keep the main thing the main thing.” High performers aren’t just busy—they’re intentional. They produce output that’s deeply valued in their domain. It’s not just volume for volume’s sake. This shows up in two Read more
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Responsibility without freedom
It’s a quiet design flaw. It’s always frustrating when you carry a responsibility but feel like you don’t have the freedom to execute.You’re accountable for outcomes. But approvals, access, or influence sit elsewhere.You’re expected to lead. But the levers of change are out of reach. This isn’t just a personal dilemma.It’s often a structural misalignment. Read more
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Clarity is a strategic tool
Great leaders are clear communicators—articulate, confident, persuasive. They are unambiguous. They tell you exactly what they believe and what they want. And that’s why clarity is often mistaken for charisma. But while some leaders may be widely perceived as naturally charismatic, clarity is much simpler. It isn’t a personality trait. It’s a design choice. In Read more