Leaders often get asked about their next career accomplishment. I define two goals: To learn and give back. To help others launch and evolve their leadership careers is quite meaningful. It also requires continuous learning. And frankly, the pace of learning has never seemed faster.

People crave shortcuts. They want the express lane to success, whether to health, happiness, money or a great golf score. Leaders are no different. They comb lists of the “best-kept secrets of leadership” in search of wisdom to help inspire them to inspire their teams. However, the secrets to leadership don’t live in hiding. On the contrary, they’re part of a visible industry.

Business leaders often say they like to hire athletes. Generally, athletes who played high-level sports, particularly in college, possess many traits that define success. They set ambitious goals, drive themselves and others, process time efficiently, and accept coaching.

Leaders continually explore ways to sharpen their business edges, a process that's exhilarating and uncomfortable. Consider generative AI, for instance. Some CEOs might respond, 'Yes, take it somewhere else." However, most want to know how artificial intelligence tools can benefit their businesses.

Toxic leadership is easy to recognize. Micromanagers hovering, petty bosses screaming, narcissists doing both, and what I call the “Godfather” personalities demanding subservience—all represent variations of the toxic leader.

Before becoming a CEO, I began a simple practice of engaging with co-workers. "What would you do in my position?" I asked team members, managers and leaders to make introductions and start conversations.

I am not a command-and-control leader. Though the hierarchical pyramid works for some, I prefer a framework that invites collaboration, flexibility and balance.

For the past year, our executive team has been working 70+ hours a week, including many weekends, to build and transform Lift Solutions into an industry-disrupting national crane, crane service and below-the-hook company.

After three years of raising pay, increasing benefits and writing empathetic newsletters, bosses evidently have regained their corporate grip. Or so we are told.