You all rock!

I have truly enjoyed taking some time off and working in BuildOthers less than halftime this summer. I miss working in it, and it’s almost impossible to stop the mind and the note taking. Limiting the production, though, has been freeing and giving back that needed mindspace as opposed to mind-demand.

Nearly every year for the last several years at least, I have, however intentionally, opportunistically, or time-delayed, been working on something specific during the summer —in a course, authoring, assisting business development, or building my own— that has not given me or my family the space needed. Doubling up while venturing, experiencing, and exploring. With a family, your give is heavily (majoritively) influenced by the school schedule.

I think 2013 was the last time I had a completely open palette on the summer. And, realistically, that was recovery.

This summer—a little trip for myself and another for just my wife and kids themselves, nice long visits from siblings and parents, some renovation prep, lots of friend time, (and lots of soccer 😊). And a lot of much needed timing for others’ situations.

I don’t worry about losing my place in line in social media. Nor that you’re missing something (there’s plenty out there). I do at times think I might be getting behind on idea-time capacities (you can only pursue a quality idea or two at a time—I’d like to roll out about 7 right now!), consider that partnering growths might lag, or miss following what so many of you great people are doing. (Even though I traditionally stink at following much. 😀 )

BuildOthers is not gone, under a question mark, or even fading. Quite the opposite! It is very alive, very real, and very growing. (Poor grammar and all.) I do hope your own ventures—real life and professional—are ecstatic. I look forward to sharing new content, speeches, and visions together soon!

All Goalies on the Ice

Imagine it…. kinda bizarre, huh? The same goes for our organizational teams, and how we build it and the individuals. The more you have a system to develop people, the more personal we need to become. With each individual, with how the system is implemented and how it feeds the individual.

PC #13 Why We Give Advice: Ego

There is a positive in ego, and a positive to the acts driven by ego. Yes we cover the traditional perception, but the biggest goal is to explore the non-traditional. Audacity, drive, gaps, concern, chivalry, and one’s own humanity. If I could sum this up with my two favorite lines:

  • Mentees: Getting yourself in the right place so you can best affect others
  • Mentors: Help them inject their personality, their soul, their healthy ego into what they do

Because the ego is the true expression of the individual.


Unexpected Let-Downs: A Mentor’s Response

Let-downs are a very difficult thing. Add to it the unexpected– not let-down, but unexpected moment, and unexpected call to others. Wow. This monocast offers responses and values to stand by as a leader and mentor in action and over-arching principle. You know what you’re doing– don’t rush to rescue them. Or they won’t!

Tacit Expectation: One Rule

Karl shares how Tacit Expectation isn’t about implied or unspoken outcomes (quite the opposite). The tacit part is in allowing mentees to participate in their problems themselves. And specifically without instructions and but one rule.

PC #12: Why We Give Advice- Teaching

Mentors often organically emerge from their desire to teach. Period. Yet it’s not about checking boxes of gravitating from “one to the other;” it’s about gravitating towards the love of seeing others grow. The best part: It can be an intentional choice you have in how you apply your role!

Doing for Outcomes

What you are building in people are visible in their outcomes. Not their benchmarks and all the achievements everyone thinks matters. How their end-play vibrates through the world right around them. Not reverberating them… how the environment vibrates it’s own spectacular!

Change, The Mentor’s Influence


Change comes in all forms: Natural, invisible, intentional, responsive, resistive, fad, necessary, unfortunate, developmental… Just to kick it off.

The responses to and realizations of are just as many or more. Sometimes realities seen too late. Your role as a mentor can have one of the greatest impacts on individuals, the world, and time in a more powerful way than you realize. 

A Tough Side of Trust

Trust is the greatest way to empower others. Leaders are responsible to convey and establish environmental trust; meaning any lack—theirs or between and through anyone—is also on the leader.

PC #11: Why We Give Advice: Expectations

Love the energy in this month’s episode! Expectations are both objective and subjective, and it’s amazing how inter-reliant they are on one another, regardless of the underlying motivation. When mentors and leaders practice with an open concept, expectations take a life of their own that allows spectacular creations!