Over the years, I've received kind feedback from clients.
But one note still stops me in my tracks.
I found it just the other day, while I was looking through an old project file.
It came from a senior leader with a decades-long track record of success. He was known for being tough, (overly) demanding, and relentlessly focused on results. By his own admission, his management philosophy was simple:
Win first. Everything else is secondary.
And to be fair, it worked. His teams delivered. Year after year.
But there was a cost: Turnover. Frustration. Low morale. Fear. A culture where people felt pressured rather than developed.
During our work together, we spent time observing top performers and unpacking what truly drove exceptional results.
What emerged wasn't a list of competencies or best practices. It was something more fundamental: The best performers weren't succeeding despite the people around them. They were succeeding through them.
Within a year of that project ending, this letter arrived:
"Hello, Miss,
I hope this message finds you well and still enjoying your work.
I've reflected on our past year together and deeply appreciate the impact you've had on me and my team. In my extensive career, your influence reshaped how I view work. After working with you, I can't unsee what excellence looks like.
I've had a reputation for being tough and uncompromising, always prioritizing winning and the bottom line. My leadership philosophy was straightforward: push hard, expect more, and never settle for less.
While it served me well in delivering top results year after year, it also led to low morale among my team.
Your guidance during our work together convinced me that great leadership is about bringing out the best in people and nurturing talent instead of being threatened by it.
I was skeptical about changing my approach, but with your help, I've begun providing more support and fostering a more collaborative environment - one richer in growth and development.
The results are evident. Team concerns have decreased, people feel more valued and motivated, and we're on track to exceed our goals this year.
Next year, ahead of my milestone birthday, I'll be inducted into the Broadcasting Hall of Fame. I'd love for you to join Linda and me for the celebration. I'll have Kelli send you the details.
Your expertise has been invaluable, and I'm genuinely sorry that our project has ended. Please stay in touch and do take my calls from time to time.
Your friend..."
Of all the lines in that letter, one has stayed with me for years:
That sentence reinforced something I've seen repeatedly across industries, organizations, and roles: The biggest opportunity often isn't teaching people something new. It's helping them see excellence clearly enough that they can never look at performance the same way again.
That's why we do the work.
But to uncover what exceptional performers actually do differently and make it visible to everyone else.
Because once people see excellence, they can't unsee it.