“I've truly enjoyed working with Greg. His exceptional listening and relevant Product leadership anecdotes make every session valuable, knowing when to listen or when a gentle push was appropriate. Greg masterfully balances coaching with mentoring, using strategies and frameworks that unblock mental barriers I didn't know I had. My team has noticed a real change in my leadership since working with him, and I'm a lot happier and confident going into new challenges.”
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I help executives and product leaders navigate the pressure of senior leadership—so they…
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Dr Helen Lawson Williams
LLMs are going to accelerate burnout, unless we tackle these five things. What's showing up most clearly in your org? H/t to Aruna Ranganathan and Maggie Ye for the HBR piece identifying the pieces of the puzzle on the left, and to Katie Parrott for adding those on the right.
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Stephanie Kaplan
If you’re a founder and nothing seems to be changing, it’s worth asking a harder question than “what strategy am I missing?” Because most plateaus aren’t tactical. They’re behavioral. You can swap playbooks, hire consultants, redesign the funnel, rewrite the pitch and still get the same results if you’re showing up the same way: avoiding hard conversations, holding onto the wrong people too long, overworking instead of prioritizing, staying in control instead of building real ownership. From the outside it looks like effort. From the inside it’s repetition. This is the quiet insanity of leadership: changing actions while protecting the same way of being. The tool changes but the same patterns energy lives underneath — fear of being wrong, fear of slowing down to think, fear of disappointing investors, fear of not being the one with the answers. So they move faster, add more, push harder… and recreate the same constraints at a larger scale. If you only change what you do but not how you think, decide, and tolerate discomfort, you’re still stuck in half-insanity. Different motion, same constraints. You can’t build a different company with the same leadership habits that created the current ceiling. It’s like Einstein said “We cannot solve our problems with the same thinking we used when we created them." At some point the question stops being, “What should we try next?” And becomes, “Who do I need to become so this stops repeating?”
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David Clark
“…clinical thinking into product decisions…” Amazing how patients are treated with life-threatening symptoms? 🤔 An opportunity to ponder solutions-based policy achieving outcomes aligned to need delivering pathways from #mentalillness to #mentalhealth informed by lived experiences of safe and effective evidence-based care?
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