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.

If a person had food on their face, would you tell them? If not, why? Everyone wants to avoid potential embarrassment.

Building a daily schedule can be a daily grind. In partnership with my executive assistant, I spend hours managing meetings, coordinating schedules and chasing time with those outside our system.