Be strict with yourself and tolerant of others

The great Stoic philosopher, Marcus Aurelius, said that. And I forget it all the time.

Like when my partner loads the dishwasher in a way that makes my eye twitch. After all, I’ve spent almost a decade figuring out the most optimized way to load the dishwasher, and they’re throwing dishes in there like it’s a trash bin.

This is how I’m wired – and I know it’s not always easy to be around. But I value order and systems. I like things done with care, done efficiently, and done right. And I hold myself to that standard.

A problem arises, though, when I hold others to this high standard. I expect people to think the same way, act the same way, and have the same general mindset. And, surprise, that leads to way more frustration than contentment.

When I get too rigid about how others should operate, I’ve noticed that resentment begins to creep in. I start to feel frustrated and silently hold people to expectations they never agreed to. I get annoyed when they don’t approach things the way I would.

That’s not leadership. That’s immaturity. And it’s something I wanted to share that I’m working on in case anyone else relates to this dynamic.

The Stoics got it right – focus only on what you can control – even if that’s easier said than done.

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Other Posts

  • Personal systems take time

    One of the most common issues I see in management, especially with early-career employees, is a struggle to stay organized and manage time well.

    I have empathy for it because I was the same way. In college and my early career, I bounced between to-do apps, note-taking systems, project management tools, paper journals, and weekly planning templates. It wasn’t until my late 20s that I landed on a system that not only worked, but that I could actually stick to.

    Personal systems take time to develop. And they should be deeply personal. You can’t just adopt someone else’s setup and expect it to work without modification. Everyone’s wired differently. What clicks for me might drive you crazy – and vice versa.

    When we talk about personal systems, we often think of task lists and calendars. But it’s broader than that:

    • Macro tracking for fitness or nutrition
    • Personal reviews and reflections
    • Goal tracking
    • Morning routines or end-of-day resets

    All of these systems help us stay on track, but ask anyone who uses one and they’ll tell you they are tough to master. Good systems take time to create and refine, and they should make your life easier, not harder. If you’re constantly fighting to maintain it, it’s the wrong one.

    If you’re still figuring it out, be patient. Experiment, reflect, and adjust as needed. The goal isn’t to get it perfect; it’s to get something that helps you show up for yourself and others consistently.

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  • Gen Z Isn’t Cooked: Finding Purpose in an Age of Despair

    The biggest crisis facing young Americans today is a lack of purpose. They wander through life weighed down by hopelessness, convinced the future isn’t worth fighting for. They can’t afford basic necessities because of rising costs and stagnant wages. They’re told they’ll never have homes. Marriage and kids are, for many, out of the realm of possibilities. And to make it all worse, the climate doomers say they won’t have a future because climate change will suffocate us all.

    The emptiness many young people feel today is profound, and originates from multiple sources, but one especially stands out: climate doomerism, the belief humanity is on an unstoppable march toward destruction, has become a defining feature of our generation.

    The story told to millions of young people is the planet is dying, the system is rigged, and the future is lost. When that message becomes the moral framework for a generation, what hope is there?

  • You probably don’t need a podcast

    The world doesn’t need another podcast. But this post isn’t really about podcasts. It’s about the pressure to jump on what other organizations are doing – a newsletter, a blog, an influencer program, a local ambassador program, you name it.

    These things could very well advance your organization. But “because everyone else is doing it” is not a strategy. And for us, these were intentional add-ons that pay returns.

    Start with the problem you’re trying to solve or a specific audience you’re trying to reach. Then ask: Is this the best tool for that job?

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  • The future belongs to those who ask the right questions

    I was listening to an interview with Sam Altman, CEO of OpenAI, who recently said that in the age of AI, we’ll start valuing different types of people – not just those with the right answers, but those who know how to ask the right questions.

    That’s always been true in leadership. The best operators, managers, and strategic thinkers don’t start with great strategic plans. They start by asking good, important questions.

    What are we trying to solve here?
    What would make this simpler, faster, more scalable, or more valuable?
    What does success here look like?
    If this fails, why will that have happened?

    Like Altman, I am a techno-optimist. While the development side of AI is still very closed off and expensive, access to the fruits of that development – the knowledge – is super affordable and accessible.

    The people who can ask the right questions – whether to their AI or to their teammates – are those who I believe will truly excel in the coming decades.

    Bonus: Some good questions that managers should ask themselves every week.

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  • The (dreaded) weekly report

    I remember in college when I was a state officer for DECA. We had to generate a fifth-of-the-month report (FOMR) for our coach outlining the projects, wins, and challenges we worked through that month.

    I hated them.

    Then I got into the professional world and had to do more reports – some internal, some client-facing.

    I still hated them.

    I get it – writing a report is a big lift. Whether it’s weekly, monthly, or quarterly, they not only can take a lot of time to complete but there is always the fear of leaving something out or getting called out for something you include.

    Despite their reputation, I am a big believer in weekly reports. They can be a powerful thing if done well. But most of the time they’re not. They become a formality or a Friday afternoon chore. A waste of time. The problem? No one ever explains why they’re important, or what a good one looks like. They should be seen as an opportunity to tell the story of the week.

    Here’s how I approach weekly reports as a manager:

    • They’re not a task list. They should tell the story of the week: progress, wins, challenges, and lessons learned. If it was a great week, the report should clearly communicate why. If it was a bad week… same thing.
    • Provide a guide: If you want to avoid reports being phoned in, set clear expectations for what reports should communicate. I literally created a “good report / bad report” side-by-side comparison for my team when I noticed a pattern of unhelpful reports, and it worked.
    • Good reports create better one-on-ones. The weekly report should be your pre-read for check-ins. That way, they can focus on coaching, providing context, working through challenges, and professional development – not just a project status that can be communicated another way.

    When done correctly, weekly reports help leaders stay connected to what’s really happening on the team and help employees feel seen, supported, and celebrated.

    Oh, by the way, managers: make sure you actually read them 😉

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  • You’re not that unique

    Neither is your organization. I know that’s really hard to hear or accept.

    You’re not so unique that the basics of leadership, systems, and clarity don’t apply to you.

    You’re not so unique that you just happen to attract bad hires. Maybe you have weak management.

    You’re not so unique that setting clear goals, building a healthy culture, and creating clarity somehow aren’t “your thing.”

    Saying you’re unique is convenient. It’s a way to avoid change, sidestep responsibility, and ignore the hard truths every other leader eventually has to face.

    The good news is, you’re not alone. But you’re not exempt either.

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