Why Your Team May Enjoy My Rant: Leadership Development is a Waste of Time and Money

September 12, 2023

I had a very respectable campus leader (let’s call her Maria) candidly share that she was not excited about the opportunity to leave several high-priority tasks to attend an executive team kick-off retreat last month.

“This is not about you, Joe. I’m just saying that I have never found these types of events impactful to the work. In fact, I generally believe leadership training and leadership development is a total waste of time and money.”

I raise a glass to toast Maria in this month’s post. I will put myself out there and say, I agree with you, doc!

Hear What I Am Not Saying

Seriously… Don’t bother. I am not saying LEADERSHIP is a waste of time. I am saying the development, or more specifically, the way we currently train leaders is a waste of time and money if you draw a tight circle around the return (results) on the investment.

If you prefer to avoid my rant and simply get something practical, skip to the end of this post. I list seven questions you should answer in the affirmative before doing any leadership team development.

Otherwise, commence rant…

The past decade has been a struggle for me. I have failed to create an overwhelmingly “plug-and-play” leadership guide for all humanity to change the trajectory of campus performance.

I have developed fancy models, checklists, bold statements, processes, principles, fortune cookie sayings, and so much more over the last ten years.

But, no… I have not created anything I believe has helped executive teams (and their teams) put more points on the board. Much of what I have taught and coached has helped deepen the Lead Measures and the reliability of Systems to put more points on the board, but my focus of this post is on leadership.

I have taken the position that leadership is skill-based. You either have it or you don’t. If a campus leader applies a set of skills competently and consistently, they will effectively evolve into a leader worth following.

I also hold the position that leadership is contextual. In other words, successfully navigating situations makes the leader (more confident and competent). However, please note that none of these sticks-in-the-sand have produced better leaders.

The problem is that if I want to teach people to be better leaders as a consultant, coach, and trainer, I must teach it as a linear truth with little tolerance for variation. This would be taught as a best practice or a standard, right?

But, alas, I don’t think leadership is teachable as a best practice or a standard. Leaders are born and then made by circumstances, struggles, pain, and setbacks, seasoned with a healthy dose of mentoring via genuine relationships along the way.

Oh, and the successful ones must tip their hat to a boatload of luck (GRACE) if they are honest.

In other words, my programs don't yield what they are hyped-up to deliver — Leaders.

Honestly, I observe my colleagues doing similar work yielding no better results.

Leadership is kind of a skill, but mostly an art form developed over a lifetime of modeling, trial, and error, reflection, and adaptation.

As the boss, you define leadership. Your choice - the good kind or the wrong kind. Over time, this becomes your leadership culture. If you define leadership as a set of behaviors, you then teach your people the importance of those behaviors. However, just because you define leadership as a set of behaviors does not mean that applying those behaviors yields LEADERSHIP.

You also must define leadership outcomes to follow those behaviors, and you must see that those behaviors yield those outcomes all the time to claim that they reliably give you LEADERSHIP.

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According to Google, there are thousands and thousands of hits for the word leadership. I am pretty sure, without analyzing them all that there is no common application of the word, which leaves us with the problem identified above… How do you define LEADERSHIP in a helpful way to teach it uniformly and scale it consistently?

It has been argued that many focused hours of practice can help develop one into an expert.

This argument is missing one of the critical components of the original research. (In fact, in his book, Outliers, often overlooked when people reference it, Malcolm Gladwell says the same thing.) That talent must also be present, and the talented person must have a support system in place to allow them to develop their innate talent (and skill) while they practice.

Innate talent is essential. When I teach leadership skills, it either sticks or does not stick based on the talent the leader already has. Working to apply leadership skills on a doofus will still be inadequate leadership no matter how extensive the practice, development, or weighty the experience.

You can lead wherever you are is a paradigm held across most campuses across the country. This ideal is honorable, and I believe that all people have the ability to influence across their spheres of influence. The question is, with what potency (results-based impact)?

Campuses across the country spend millions of dollars in conferences, seminars, team trainings, and the like, to raise up leaders, but rarely, if at all, do any of these systems run a return on the investment on these interventions.

“Working to apply leadership skills on a doofus will still be inadequate leadership no matter how extensive the practice, development, or weighty the experience.”

Or, if one breaks down the skills into a set of skills or best practices, rarely do they align to a universal set of skills needed to get the work done to the next level. Rather, leadership has become just another word for launching initiatives, project management, and supervision of your division of employees.

From what I have studied, the great leaders of history (Lincoln, Alexander, Gandhi, Martin Luther King, Jr., Genghis Khan, Charlemagne, Steve Jobs, Henry Ford, et al.) never were (fill in the blank) award winners. They didn’t have certificates of completion nailed to their office walls indicating they were “in sessions” to become better leaders.

And, if we did an analysis of all the countless participants in your system who enrolled in training programs or leadership development initiatives, how many of them have become great as a direct result of those initiatives? For those who did, would they have achieved their success regardless of the training? In many ways, I would argue a big Fat YES.

Is this a valid argument?

Great leaders historically did not advance their influence and impact using the methods incorporated in the training and development industry space (which is quite lucrative). With the advent of social marketing tactics, we are being bombarded by consultants and trainers who utterly believe their training methods produce GREAT LEADERS.

Prove it.

Show the return, and I will eat my left sock and come to work as your senior director of sales.

Leadership is an ability, that requires a set of circumstances, that requires luck, and that requires followers who are inspired. Analyses of historical leadership have never produced the same set of criteria between leaders. In other words, no two leaders are the same. Great books providing comparative analyses of leaders are found in plenty and rarely profess similar conclusions.

So, it is with conceit that we believe leadership is universally teachable via a shiny product or program that can be boiled down to a simple set of standards or best practices. It is even with greater hubris that we think the same leadership ability is within all of us. In my work, I encounter loads and loads of leaders (in title) who are not LEADING (results).

Just sayin.’

Here’s my challenge to you. The next time you are fixin’ to bring in someone to do leadership development, ask yourself the following questions. They are in no particular order.

Why? What are you hoping leadership development will do for you? Really answer this question as explicitly and specifically as possible. The more specific you can be, the more likely you will identify the true training opportunity or the true organization development problem that needs solving.
Is there something, or a situation in the organization that requires transformation? In other words, is there an opportunity to totally reinvent your success system?
Do you want your people to actually lead? According to James MacGregor Burns, leadership is defined as mobilizing a group of people from point A to point B. Is there a vivid Point B to move people toward?
Do your people have the innate talent to become leaders? Do they have good character, chemistry, competence, and credibility? Do they have hunger, humility, and smarts?
Does the organizational structure and culture allow your people to lead? Is the structure set up to allow leaders at lower levels in the organization to actually lead? If not, why bother?
Should you be developing all, or a few of them who (in turn) will lead the rest?
Do you have a framework for quality leadership? What common tools, language, and methodologies can be used to multiply these ideals across your system?

My guess is that most of the questions above may be answered with hope and a shoulder shrug.

Good News!

The development that followed my encounter with Maria had all 5s in the following categories:

The development experience treated leaders as engaged learners.
1, 2, 3, 4, 5
The topic focus was deep enough to provide tools to immediately impact our practice.
1, 2, 3, 4, 5.
Follow-up support and discussion questions were made available to reinforce the learning.
1, 2, 3, 4, 5.
The development session allowed team time to focus the learning on a team challenge with opportunities to coach each other to problem solve.
1, 2, 3, 4, 5.
The development session provided measures of team accountability by asking how previous session tools had been applied in common practice.
1, 2, 3, 4, 5.
The development session was geared to equip our team with the tools, language, and methodology to advance our performance objectives as results.
1, 2, 3, 4, 5.

Wrap Up

Yes, many leaders may want to fist-bump Maria because they have experienced a myriad of wasted time, resources, and productivity due to poor executive PD. The good news is that there are many great examples out there where Executive Team Coaching moved campus leaders to become system influencers who raised the standard of organizational culture, organizational clarity, and overall performance improvement.

Let’s turn those instances (from best practice to Better Practice) into the new status quo.

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Whether it's leading results-based teams, communicating with success, improving your engagement, increasing influence, refreshing your vision, building trusting communities, or many other challenges we face as campus leaders, you'll know exactly what steps to take to generate momentum for your community.

If you want to build an irresistible campus brand, you will want to join the waiting list to enroll in the next Lead Team Institute {LTI} Campus Cohort.

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Higher Performance Insights | YOUR LEADERSHIP TEAM NEEDS MORE DRAMA

By HPG Info • September 15, 2026

Not the parking-lot kind. The kind that happens in the room. I want to say something that will get me uninvited from a few conferences this year: the calmest cabinet meeting in your building this month was probably the most dishonest one. Nobody lied in that meeting. Everyone in the room agreed to something nobody actually believed, and called it professionalism. There's a scene near the start of 12 Angry Men where eleven jurors vote guilty in under two minutes. Nobody's examined the knife. Nobody's questioned the witness. They just want to make the four o'clock ballgame, and a fast unanimous vote looks exactly like agreement. Patrick Lencioni named the real version of that back in 2002, and the label still fits: artificial harmony. Your cabinet runs its own eleven-to-one vote most weeks, and it doesn't need a jury box to do it. Here's the uncomfortable part. A cabinet with zero visible conflict almost always has the same explanation: something real never got said out loud. THE DIAGNOSIS Let's talk about this like adults who've sat through a “great meeting” that solved nothing. You know the meeting where the budget gets flagged as a concern, everyone nods that they'll “look into their numbers,” and six weeks later the same number resurfaces, because nobody said out loud whose number it was to fix. You know the one where two VPs have been quietly furious with each other since March over a staffing decision, and you can feel it every week in how carefully they avoid each other, and you've decided not to name it because naming it feels like starting something. You know the one where a board member's pet initiative gets full-throated public support in the room, then gets picked apart, sentence by sentence, in the parking lot the second the meeting adjourns. That parking lot conversation is where your cabinet's real meeting is actually happening. The one with the agenda is theater. We call it Consent Theater: everyone performs alignment in the room, and almost nobody in the room actually feels it. I know the exhaustion of being the only person who can feel the thing nobody's saying. It's a specific kind of lonely: watching six capable adults nod in unison at a decision you already know three of them will quietly work around by Thursday. (This is the exact gap THE TEAM INSTITUTE was built to close: the collective architecture that makes disagreement safe enough to happen in the room, in real time, instead of surfacing later in a one-on-one, a group text, or the parking lot. Most leadership development still trains individuals to argue better. This trains the room to hold the argument without breaking. More on that in a moment.) Here's the diagnosis. This is an EQ problem, specifically the part of EQ nobody trains: the capacity to host real disagreement without the room falling apart. Most leadership development sharpens IQ. Almost none of it builds a team's tolerance for productive friction. TQ = IQ × EQ × PQ. Skip that capacity, and you're not getting a calmer team. You're multiplying by something close to zero. THE REAL-FIGHT LITMUS (Or: How to Tell a Real Fight From a Tantrum, in Under Ten Seconds) Call this the Real-Fight Litmus. Or don't — it'll still explain why your cabinet's least professional-sounding argument last year was probably its most valuable ten minutes, while last month's perfectly polite meeting produced exactly nothing. Not all workplace drama is the same. There's melodrama, and there's the real thing, and most leaders never learned to tell them apart, so they shut down both the same way. Three checks separate them. The Stakes Check. Is this about the mission, the budget, the students, the decision, or is it about who gets credit and whose feelings got bruised three weeks ago? Real conflict is anchored to something the institution actually needs solved. (IQ's job: knowing whether the fight is even worth having.) The Address Check. Is it being said to the person it's about, in the room, right now, or about that person, to someone else, later? Real conflict happens at the table. Manufactured drama happens in the parking lot, the group text, the hallway pull-aside that somehow never includes the actual person. (EQ's job: whether the team has the nerve to say it to the face instead of the back.) The Landing Check. Does it end with a decision, an owner, and a next step, or does it just end, unresolved, waiting to resurface next month wearing a different disguise? (PQ's job: reading the room accurately enough to know when the real issue has actually surfaced.) Miss any one, and per the formula, you're multiplying by something close to zero: all the emotional energy of a real fight, none of the resolution. THE CASE STUDY This is a composite, drawn from patterns across our work with 987 leadership teams , not one specific superintendent's story. Picture a seven-person cabinet known among peer districts as “the calm one.” Internally, two departments hadn't fully trusted each other in over a year, since a staffing reallocation neither side felt was handled fairly. Nobody had said that sentence out loud with both of them in the room. Instead, it surfaced everywhere else: in one-on-ones with the superintendent, in the politely cold exchanges in shared meetings, in a joint enrollment-outreach grant the two departments had quietly stopped planning together — fourteen months and counting. The turning point came in one meeting when the superintendent named it directly: “I think there's an unresolved staffing decision between these two departments, and I'd rather we have that conversation here, today, than everywhere else.” Twenty-five uncomfortable minutes followed, then something the cabinet hadn't had in over a year: a resolution, with an owner and a next step, that both departments could name identically when asked separately. The grant application was back on both departments' calendars within three weeks. Six months later, joint planning had gone from an occasional truce to a standing agenda item. Same seven people. One real fight, finally allowed to land where it belonged. THE APPLICATION Here's what to do Monday morning (assuming you're not already mid-crisis, in which case, do this Tuesday): Step 1: Run the Litmus on Your Last Meeting (15 minutes). Pull last week's cabinet agenda. For each item that generated any friction at all, ask the three checks: was it about the mission, or about ego? Was it said in the room, or about someone elsewhere? Did it land on a decision, or did it just stop? If most items pass all three, you have real conflict already, and you're ahead of most cabinets. If most items fail the Address Check, you have a parking-lot cabinet, and the real meeting is happening somewhere you're not. Step 2: Name One Unresolved Thing, Out Loud, In the Room (20 minutes at your next meeting). Pick the one disagreement everyone already knows about but nobody has said directly to the people involved. Say it plainly, the way the superintendent did above: name what you've noticed, and invite the actual conversation, in the room, this week, not “offline.” This will feel like the least professional five minutes you've had in months. It's also the most useful. Step 3: Build a Team Norm for the Address Check (ongoing). Agree, as a cabinet, on one rule: disagreements about a colleague's decision get raised to that colleague, not about them. Practicing this once doesn't undo a year of parking-lot conversations. Practicing it every week, for a few months, does. “We don't have time for this.” You're already spending it. The latest workplace research puts the average manager at over four hours a week managing workplace conflict — more than 230 hours a year. That number doesn't change based on whether you have the real fight or not. It just changes whether that time produces an actual decision, or more meetings about the meeting. “This will make our meetings feel less professional.” Maybe for the first few. But Google's own multi-year Project Aristotle study found one trait separated its highest-performing teams from the rest: psychological safety, the freedom to disagree openly without fear of looking bad in the room. Politeness never made the list. You've been chasing the wrong variable. THE MATURITY SHIFT Immature leaders think: “A good meeting is one where nobody gets upset.” Mature leaders think: “A good meeting is one where the real thing finally got said.” Immature leaders protect the room from conflict, and call it culture. Mature leaders protect the room's capacity to have the conflict, and call it trust. The gap runs deeper than temperament. Somewhere along the way, we convinced an entire generation of leaders that a quiet room is a healthy room. Lencioni named the pattern in 2002. Twenty-four years and a mountain of team-performance research later, most cabinets still run on the original assumption: calm equals healthy. Every eleven-to-one vote your cabinet takes without a single dissenting question is a choice, made weekly, about whether the real disagreement happens in the room or goes and finds somewhere else to live. Your turn: think of the disagreement your cabinet is currently avoiding in the name of staying “professional.” Where is it actually living right now? A one-on-one? A group text? Somebody's resignation letter draft? Name it in the comments. I'll wait. If artificial harmony has been running your cabinet's meetings, and after this issue you don't believe “calm” and “healthy” are the same thing anymore, then what's missing is architecture: the collective skill of hosting real disagreement without the room, or the relationships in it, falling apart. This is what THE TEAM INSTITUTE builds. It's an eight-month program for full leadership cabinets — superintendents and university presidents and the people who sit across the table from them — built around exactly this kind of collective muscle: knowing which fights are real, having them where they belong, and landing them on an actual decision. Across 987 leadership teams, cabinets that did this work saw performance improve roughly 3x and engagement rise 29%, without an increase in burnout, which is usually the quiet cost of every other leadership initiative that just asks people to try harder. Start with the Team Intelligence Assessment. It'll tell you, plainly, whether your cabinet's calm is real or borrowed: https://www.higherperformancegroup.com/tq-assessment Whether or not this is the season for that step, here's a smaller one that costs nothing: repost this with the disagreement your cabinet has been calling “fine” for longer than it should have, tag the colleague who already knows exactly which one you mean, or drop your own version in the comments. Somebody else's cabinet needs to hear that they're not the only one avoiding the same conversation. Follow DR. JOE HILL and Higher Performance Group | THE TEAM INSTITUTE

Higher Performance Insights | AI WILL NEVER TELL YOU YOU'RE ASKING THE WRONG QUESTION

By HPG Info • September 7, 2026

Fluent. Confident. Wrong. In that order. Every cabinet meeting I've sat in since the second week of June has opened with some version of the same sentence: "The board wants to know our AI plan." Nobody's arguing AI matters. That fight's over. What almost nobody's asking is the question underneath it: the one that actually decides whether this fall helps your cabinet or quietly wrecks it. Before you put a machine on the payroll as your cabinet's newest ghostwriter, have you checked what it already believes about you? Here's what nobody tells a team of senior leaders walking into its first AI rollout: the tool doesn't create your team's judgment. It ghostwrites it, fluently, into every board memo and parent email and strategic plan you hand it, sounding exactly as confident in the ones that are wrong as the ones that are right. Two stories explain what's actually at stake this fall. One's old. One's brand new. Together, they're the whole problem. THE SENTENCE In third grade, a teacher tried to stop a boy from getting bullied. He'd been held back in reading, had migraines nobody diagnosed, and needed things repeated more than his classmates did. So she stepped in, pointed at him in front of the whole room, and said the thing she thought would protect him: "Leave that kid alone. That's the boy with the broken brain." She meant it kindly. He heard two words. Broken brain became the sentence he ran, silently, for the next decade: every time he wasn't picked for a team, every time he failed a test, every time he took the back-row seat hoping nobody would call on him. That kid grew up to be Jim Kwik, now one of the most recognized names in learning and memory training on the planet, the guy Fortune 500 companies and elite athletes call when they need to think faster under pressure. He told the story in a conversation earlier this year, and the line that stopped me wasn't the injury. It was what he said actually held him back: "Under stress, we don't rise to the level of our aspirations. We fall to the level of our stories, our systems, and our self-image." Not his intelligence. Not his skill. His self-image, inherited from a five-second sentence somebody else said, replaying under pressure for ten straight years. Now sit with the version your own cabinet is running. Maybe it's a board comment from three budget cycles ago that nobody's repeated out loud since, but everybody still quietly believes. Maybe it's a single paragraph an accreditation team wrote four years back that's still deciding what your provost thinks she's allowed to propose. Maybe it's simpler: a founding leader who once told this team they weren't ready for something, and nobody has tested whether that's still true. Here's the part that should actually worry you. Kwik didn't get better at learning by treating the injury. He got better by finding, and rewriting, the sentence. Your cabinet's talent isn't the variable in question here. It rarely is. The sentence running underneath the talent is. THE TURN Here's why this matters more this fall than any fall before it. For every year of your career until now, your cabinet's inherited sentence stayed mostly contained. It shaped a meeting here, a hesitation there, a proposal that quietly never got made. Slow damage, spread out over years. That containment is gone. Kwik, talking about the exact tools your board is asking about, put it plainly: "AI can scale and amplify. But it can only scale and amplify what a human brings to it." Feed it a clear, tested, collectively-owned judgment, and it multiplies your best thinking across every email, every plan, every decision your cabinet touches. Feed it an untested inherited sentence, and it does the exact same thing to that. (This is the exact gap THE TEAM INSTITUTE was built to close this fall: surfacing what the room already believes before the tool starts repeating it back at scale, which is different work than training your cabinet on the tool itself. Every vendor already offers that part. More on that in a moment.) TQ = IQ × EQ × PQ still holds. What's new is the multiplier. A cabinet with strong IQ and an untested self-image used to produce one flawed decision at a time. The same cabinet, with AI in the loop, can now produce that flawed decision a hundred different ways before lunch: in a strategic plan draft, a parent email, a board memo, and every version will read as confident, because the tool can't tell the difference between confidence and an old wound. THE OLD PLAYBOOK If you want proof this isn't just a Higher Performance Group observation, change management researchers are already redrawing the map. Kotter's 8-Step Change Model has run more transformations than any framework in modern management: create urgency, build a coalition, communicate the vision, empower people to act, anchor the gains. It's built for change that holds still long enough to sequence. A comparative model published this year in the Journal of AI, Robotics & Workplace Automation puts Kotter's eight steps next to a proposed AI Adoption Change Model, and the contrast is the whole argument in one picture. Source: Journal of AI, Robotics & Workplace Automation, Vol. 5 (2026), Henry Stewart Publications. Look at where each model starts. Kotter opens with urgency and a coalition, top-down, already decided. The AI model opens with exploring potential and discovering champions, bottom-up, still being tested. Kotter ends with anchoring the change in culture. The AI model ends with "cultivate AI-driven culture" and loops straight back into exploring again, because the tool never stops shipping new capability long enough for anything to get anchored. That's the structural version of what Kwik is describing at the individual level. AI adoption isn't a project you finish. It's a loop you run, and every pass through that loop amplifies whatever judgment your cabinet brought to it, tested or not. Which is exactly why the next five steps matter more than the eight above them. BUILD BEFORE YOU BORROW Kwik teaches a five-step discipline for exactly this problem, built for one person working with AI. It translates almost perfectly to a cabinet. You just have to run it as a room, not as one person with a laptop. Brainstorm first. Before anyone opens a tool, the cabinet talks through the problem out loud, together, with nothing feeding them an answer. This has nothing to do with whether the tool can be trusted. A room that's never practiced thinking together won't notice when the tool starts thinking for it instead. Understand the real problem. Most cabinets solve the presenting problem (enrollment's soft, a program's underperforming) instead of the one underneath it. Kwik's rule: spend the bulk of your time understanding what's actually broken before anyone reaches for a fix. AI is exceptionally good at answering the wrong question with total confidence. Imagine your own solution before you borrow one. Draft the cabinet's own answer first, even a rough one, before any tool sees the problem. This is the step almost every cabinet skips under deadline pressure, and it's the one that actually builds Team Intelligence. Skip it enough times, and the room stops being able to do it at all. Leverage the tool to stress-test, not to think for you. This is the one step where you deliberately fire the ghostwriter. Kwik's own practice: ask AI to argue against what the room already believes, to name the room's blind spots, to poke holes. Not "write our plan." "Tell us what's wrong with our plan." Different question, completely different outcome, and the only one of the five steps where you want the tool talking back instead of taking dictation. Decide, because the tool never has to live with it. AI has no stake in your decision. It doesn't sit in the parent meeting when the plan fails, or defend the budget line to the board. That accountability doesn't transfer, no matter how good the draft looks. Somebody in the room still has to own it. Five steps. None require new software. All five require your leaders to still be doing the thinking it's currently outsourcing, to the tool, or, just as often, to whichever one of you has quietly become the only person who does the real thinking before anyone else weighs in. (Kwik teaches this in far more depth than one newsletter can hold: his book Limitless and his Kwik Brain podcast go deep on the underlying discipline. No affiliation here, just work worth pointing you to.) THE CASE STUDY This is a composite, drawn from patterns across our work with 987 leadership teams , not one specific president's story. A university cabinet spent the spring drafting its first AI use policy the way most do: one dean built a draft using a chatbot over a weekend, and the cabinet spent forty minutes debating word choices in a document none of them had actually thought through together. The policy read confidently. Nobody in the room could say, if asked directly, what problem it was actually solving. Before the fall rollout, the cabinet ran Build Before You Borrow on that same policy, live, in one meeting. Brainstormed first, out loud, no laptops. Named the real problem: not "we need an AI policy" but "we don't yet agree on what we're willing to let a machine say on our behalf." Drafted their own answer as a room, in plain language, before any tool touched it. Only then brought a draft to AI, and only to argue against it. The resulting policy was four sentences shorter than the first one and, according to the cabinet, the first draft everyone in the room could actually explain from memory without looking at it. Same five people. One real conversation, finally had before the tool had it for them. THE FIRST MEETING You don't need a retreat for this. You need one meeting, early in the semester, run differently than the ones you've been running. Name the sentence (20 minutes). Ask your cabinet directly: what's something this institution believes about itself that nobody's tested in years? Write every answer down without editing them. You're not solving anything yet. You're finding out what you've all been quietly agreeing not to say. Run one live decision through Build Before You Borrow, out loud, before anyone opens a laptop (30 minutes). Pick a real one: the fall enrollment message, the AI policy itself, whatever's actually on this week's agenda. Brainstorm together first. Name the real problem. Draft your own answer as a room. Only then bring in a tool, and only to argue against what you just built. Agree, as a cabinet, on one rule for how AI gets used this year (10 minutes). Not a policy document. One sentence everyone says out loud and means: something like "nothing this tool wrote goes out first without a human draft underneath it." Whatever you land on, make it specific enough that you'd notice the day you broke it. If your first objection is that you don't have sixty extra minutes this month, you're already spending more than that reworking decisions that got made too fast, by whoever talked first in the room. This isn't additional time. It's the same time, spent before the mistake instead of after it. If your second objection is that your team will treat this as one more initiative, they're already operating under an initiative. It's just an unspoken one, and it's been running since before you took the job. THE MATURITY SHIFT Immature leaders think: "We need to move fast before we fall behind on AI." Mature leaders think: "We need to know what we actually believe before we teach a machine to say it for us." Immature leaders let the tool draft first and edit for tone. Mature leaders draft the room's own answer first and let the tool argue with it. Kwik calls the difference between these two postures victim mindset and heroic mindset: whether you let your hardest chapter keep narrating you, or you use it as fuel. It's a private decision about your own institution's story, one nobody else can make for you, and this fall, a machine is about to say that decision out loud, on schedule, to everyone. YOUR TURN Your cabinet is about to find out, in public, at scale, which story it's been running. No scandal required. A machine is about to say it back to everyone, fluently, on schedule, forever. Name it. What's the sentence your cabinet has been running that nobody's tested? Where did it come from, and is it even still true? You don't have to post the answer. But if you're willing to, I'd genuinely like to know what you find. If you already suspect which sentence it is, and you're wondering whether it's about to get amplified before you've even chosen a vendor: that's precisely what the TEAM INTELLIGENCE Assessment is built to surface. Fifteen minutes, no pitch, just a clear read on what your cabinet is actually working with before you put a machine in the room as your ghostwriter. higherperformancegroup.com/team-intelligence-assessment Across the 987 leadership teams we've studied, the cabinets that did this work before scaling anything (a new initiative, a new tool, a new plan) outperformed the ones that scaled first and diagnosed later, by a wide enough margin that "later" stopped being a viable strategy. The point is simple: make sure what gets sped up is actually worth repeating. If this is useful for someone else's first fall cabinet meeting, send it their way before their board asks the same question yours did. Tell them which sentence you found. Somebody in your network is about to let a machine ghostwrite a story they've never actually tested, and this might be the newsletter that stops them in time. Follow DR. JOE HILL and Higher Performance Group . — Dr. Joe Hill, Higher Performance Group | THE TEAM INSTITUTE