When it comes to looking into the future, people generally fall into two categories: those who wish and those who plan. Wishing involves dreaming about the things you want, but without the necessary steps to make those dreams a reality, those wishes remain just that—wishes. On the other hand, planning involves not only setting goals but also mapping out a clear path to achieve them.
I once heard a story about a man speaking to a group of people. He asked for a volunteer, and a gentleman from the audience stood up and walked to the stage. The speaker then asked the man, "What is the one thing you want to have in the future?" The gentleman paused for a moment and then said, "I would like a Lamborghini."
The speaker asked him to close his eyes and imagine himself getting into the car, feeling the leather seats, gripping the steering wheel, and preparing to drive. As the man visualized this moment, the speaker suddenly told him to stop. "You don't deserve the car," the speaker said.
The room fell silent as the speaker explained. "When you imagined getting into the Lamborghini, you opened the door like you would any other car. But a Lamborghini’s doors open from the bottom to the top. You wished for the car, but you didn’t plan for it. If you had, you would have known how the doors open."
This story perfectly illustrates the difference between wishing and planning. Wishing is easy, but planning requires knowledge, preparation, and action. It's not enough to simply desire something—you must prepare yourself for it, understanding the details, and taking the necessary steps to make it happen.
Consider the example of Nehemiah, who was tasked with rebuilding the walls of Jerusalem. He didn’t just wish for the walls to be restored; he meticulously planned every aspect of the project. He surveyed the damage, gathered resources, and organized the people. He even anticipated potential obstacles and opposition. Nehemiah’s success wasn’t just a result of his desire to see the walls rebuilt; it was his thorough planning and reliance on a higher power that made the impossible possible.
In life, there are those who only do what they are capable of doing on their own. They rely solely on their own strength and abilities, which often limits them to what is easily achievable. But then there are others who dare to dream of accomplishing the impossible. These individuals don’t just wish—they plan. And they don’t rely only on their own abilities; they lean on a higher power, trusting that with the right preparation, faith, and determination, they can achieve far more than they could ever imagine.
The question you need to ask yourself is: Are you just a wisher, or are you a planner? Do you dream without action, or do you make a plan and take steps toward making those dreams a reality? Remember, wishing without planning is like setting sail without a destination. You may end up somewhere, but it won’t be where you intended to go. Planning, however, is the compass that guides you to your desired destination, making your dreams not just a possibility, but a reality.

​In leadership, the difference between hiring a staff and building a team can make or break an organization. It’s easy to believe that assembling a group of talented individuals automatically results in a high-performing team, but that’s rarely the case. A true team is more than the sum of its parts—it’s a cohesive unit working towards a common goal with clarity and purpose.
 
The old adage says, “If you don’t know why it’s working when it’s working, you won’t know how to fix it when it’s broken.” This is especially true in building teams. Think of it like this: If someone gives you a million dollars, you might enjoy the benefits, but if you lose it, you’ll have no idea how to get it back. On the other hand, someone who has earned their first million knows the process, the sacrifices, and the strategies that led to that success—and they can do it again if needed.
 
So how do you build a team that works? Here are four key principles:
 
1. Select Performance-Oriented People and Position Them for Maximum Impact
When hiring, it’s tempting to focus on the ideal candidate who checks all the boxes. But in building a team, it’s more important to recruit doers over thinkers. It’s easier to educate a doer than to activate a thinker. As Jim Collins notes in Good to Great, “The right person in the wrong place feels like the wrong person.” It’s critical to ensure that your team members are not just in the right organization but also in the right role.
 
A useful question to ask during the hiring process is, "What have you done with your previous company?" This focuses on action, results, and initiative. Hiring through the organizational chart isn’t always the best strategy; instead, follow what I call the "Pharaoh Principle"—put your best people on the most critical projects. Remember Einstein’s (alleged) wisdom: “Everybody is a genius, but if you judge a fish by its ability to climb a tree, it will live its whole life believing it is stupid.” Hiring is not just about filling positions but about finding the right match for the role.
 
2. Clarify WHAT and WHY
A team that knows what they are doing and why they are doing it is unstoppable. The “what” provides direction, and the “why” provides inspiration. Teams thrive on winning, and knowing what success looks like is crucial. But when the goal line is constantly moving, frustration sets in. It’s vital to set clear, consistent goals.
 
As Pat MacMillan writes in The Performance Factor, "A clear, common, compelling task that is important to the individual team members is the single most significant factor in team success." Clarity around the what and why lays the groundwork for organizational change. People resist letting go of old habits or mindsets until you clearly articulate where you want them to go. It's like getting rid of the old coach you keep moving from house to house—until you clearly see why it's time to let go, it will continue to hold you back.
 
3. Organize to the What
Once you’ve clarified the “what,” the next challenge is to ensure your organization is aligned to it. Are you organized in a way that supports the team’s goals? Often, people feel they have to work around the organization, which becomes an obstacle rather than a support system. If your organizational structure gets in the way of the win, it’s time for a change.
 
4. Orchestrate and Evaluate Everything
Consistency is key in building a strong team. “This is how we do it here until further notice.” That’s why brands like Disney are so successful—they’ve eliminated discretion or choice at the operating level of the business. They have a playbook, and everyone knows what to expect. However, orchestration left alone can make a business stale, so continuous evaluation is necessary to refine your culture.
 
Creating a feedback loop is essential. It keeps you closely connected to and emotionally preoccupied with mission-critical events in your organization. Being in the field, understanding the key events that drive your mission, and constantly refining your approach are crucial for sustained success.
 
Hiring a team requires more than just filling positions; it requires a strategic approach that ensures everyone is aligned, motivated, and working towards a common goal. By focusing on performance-oriented people, clarifying your objectives, aligning your organization, and continuously orchestrating and evaluating, you’ll build a team that’s not only effective but also resilient in the face of challenges.
 

Does Leadership Fit Who You Are?
When you think about leadership, what comes to mind? Many of us have heard the term "servant leadership," but what does that really mean? I've seen countless leaders asked, "What type of leader are you?" and the most common response is, "I am a servant leader." Unfortunately, I've also met many who claim this title but are far from embodying what a servant leader truly is.
So, let's take a moment to define what servant leadership really means. To do this, we can look to the Bible. Whether or not you agree with its teachings, it offers a powerful example of servant leadership in the life of Jesus Christ. Jesus took a three-year, non-stop journey across all corners of the region, introducing the Kingdom of God. His assignment was arguably more demanding than anything we face today. Yet, throughout the scriptures, we see Jesus taking time to stop, talk, listen, and help those in need—often those outside what we might call his "target audience."
Consider the story of the Samaritan woman at the well. In a society where she was marginalized, Jesus took time to listen to her, speak with her, and offer her something no one else could: living water. He didn't do this for recognition or to bolster his reputation; he did it because that was who he was—a servant leader, in the truest sense. This is the essence of servant leadership: taking time with others, not to showcase our own achievements, but to genuinely help people get where they need to be.
The leaders I've truly enjoyed working for are those who embody this kind of leadership. They stop, they listen, they help—not because it makes them look good, but because they are committed to the growth and well-being of others. On the other hand, those who claim to be servant leaders but are more focused on how they appear are what I call "me monsters." It's all about them, their image, and their accolades.
So, if you consider yourself a servant leader, I challenge you to ask yourself: Are you taking time with others to listen, talk, and help, not for the sake of recognition, but to genuinely assist them in their journey? Servant leadership isn’t about making sure the spotlight shines on you; it’s about helping others shine, even if that means you stay in the shadows.
True servant leadership is a reflection of who you are, not just a title you claim. The question is, does leadership fit who you are?

​My wife and I were recently invited to go sailing with some friends. Let me be the first to say that this was my first time on a sailboat. I’ve run boats for years, but those boats were powered by motors, not sails. Sailing was a whole new experience for me.
As we sat on the bow of the boat, we were headed in a specific direction, aiming for a remote island. The weather was perfect, the company was good, and our course was set. But then, in the middle of our trip, the winds shifted. Suddenly, our plan had to change, and we ended up going to a completely different location. As I sat there, watching the sails adjust and the boat change course, I couldn’t help but think: isn’t this just like life? Isn’t this just like our careers?
I’m sure you, like me, have interviewed for different jobs, prepared yourself for new opportunities, and envisioned yourself in roles you were certain were the next step in your career. And yet, for some reason, things didn’t go as planned. Maybe you didn’t get the job. Maybe a company restructure altered your trajectory. It’s frustrating when the path you’ve carefully planned out suddenly changes. But perhaps that’s because the direction we were headed wasn’t where we were truly meant to go.
Remember, sailors have no control over the wind or the sea. They may have a destination in mind, just as you might have a goal for your career. But when the wind changes or the seas get rough, the direction changes as well. We adapt, we adjust the sails, and we continue the journey, sometimes to places we never expected.
There’s a powerful biblical story that resonates with this idea. Saul, a man who was climbing the leadership ladder within the Jewish community, was suddenly called by God to head in a completely different direction. He wasn’t just redirected; he was transformed into Paul, one of the most influential figures in Christian history. His journey wasn’t what he had planned, but it was the one he was meant to take.
Our careers and lives are much like sailing. We plan our course, set our sights on a destination, and move forward with determination. But we must remember that the wind—the circumstances, opportunities, and challenges we encounter—is not in our control. It’s in God’s hands. And as difficult as it may be to accept when things don’t go as planned, we must trust that there’s a better destination ahead, one that we might not have envisioned but is exactly where we’re meant to be.

The Power of Collaboration and Inclusion: Dr. Alfred Blalock and Vivien Thomas
Breaking Boundaries in Medicine

Dr. Alfred Blalock's success story is not just one of personal achievement but of the power of collaboration and inclusion. In the early 20th century, a time when racial segregation was rampant in the United States, Dr. Blalock's partnership with Vivien Thomas, an African American surgical technician, was nothing short of revolutionary. Together, they transcended societal norms and prejudices to pioneer medical breakthroughs that have saved countless lives.
Vivien Thomas started his career as a carpenter but found his way to Vanderbilt University, where he met Dr. Blalock. Recognizing Thomas's potential, Blalock hired him as a surgical technician. Despite lacking formal medical education, Thomas quickly proved his exceptional skill and intelligence, becoming an indispensable part of Blalock's team. Their collaboration was marked by mutual respect and a shared commitment to medical innovation.
The most notable achievement of Blalock and Thomas was the development of the Blalock-Taussig shunt, a surgical procedure to treat "blue baby syndrome" (tetralogy of Fallot). This condition caused severe oxygen deprivation in infants due to congenital heart defects. Blalock and Thomas's pioneering work involved extensive experimentation and an unyielding determination to find a solution. Their breakthrough procedure not only transformed pediatric cardiology but also underscored the importance of their collaborative dynamic.
Harnessing Diverse Perspectives: The success of Blalock and Thomas highlights the importance of embracing diverse perspectives. Thomas's unconventional background brought unique insights and skills to the team, contributing to their groundbreaking success. Leaders should recognize and value the diverse experiences and viewpoints that team members bring, as these can lead to innovative solutions and creative problem-solving.
Building Inclusive Environments: Dr. Blalock created an inclusive environment where Thomas's contributions were valued and respected, despite the prevailing racial prejudices of the time. Leaders today can learn from this by fostering inclusive workplaces where every individual feels valued and empowered to contribute. This involves actively challenging biases and ensuring that all voices are heard.
Mutual Respect and Trust: The partnership between Blalock and Thomas was built on mutual respect and trust. Blalock trusted Thomas's expertise and judgment, and Thomas respected Blalock's leadership and vision. This trust allowed them to collaborate effectively and achieve extraordinary results. Leaders should cultivate a culture of respect and trust within their teams, as this lays the foundation for successful collaboration.
Shared Goals and Vision: Blalock and Thomas were united by a common goal: to save the lives of infants suffering from congenital heart defects. This shared vision motivated them to work tirelessly and overcome numerous challenges. Leaders should align their teams around common goals and a shared vision, as this fosters unity and drives collective effort towards achieving significant outcomes.
The legacy of Dr. Blalock and Vivien Thomas extends beyond their medical achievements. Their story serves as a powerful testament to the impact of inclusive leadership. By valuing and empowering individuals from diverse backgrounds, leaders can unlock untapped potential and drive innovation.
Their collaboration also serves as a reminder that groundbreaking achievements often come from unexpected partnerships. By being open to diverse perspectives and fostering inclusive environments, leaders can create the conditions for extraordinary success.
Dr. Alfred Blalock's collaboration with Vivien Thomas stands as a landmark example of the power of diversity and inclusion in leadership. Their partnership not only transformed the field of pediatric cardiology but also demonstrated the profound impact that can be achieved when leaders embrace diverse perspectives and work together towards common goals.
In today's world, where diversity and inclusion are more important than ever, leaders can draw inspiration from Blalock and Thomas's story. By fostering environments of mutual respect, trust, and shared vision, we can unlock the full potential of our teams and achieve extraordinary breakthroughs.