It’s just past 5am in Denver, CO, and I’ve been awake since 2:30am, thanks to a heavy Mexican meal and a restless mind full of thoughts. I’m here on a trip to catch a NY Knicks vs. Denver Nuggets game with my 13-year-old, which is pretty cool. Lying awake made me think about the balance of work, life, and those occasional sleepless nights. They’re not all bad, really. If you're mostly hitting around 6 hours of sleep a night, you're doing okay. But sometimes, the brain just kicks into overdrive. There are the classic reasons for being up at night, family worries, kids, health, finances, work, etc... And clearly where you are at in terms your life stage has a huge bearing on this however, I think the reasons we stay up or can't sleep fall into 3 buckets, Here’s what keeps me up at night, and maybe you can relate: Too Much To Do : This happens to me every few months. When it does, I jot down everything that’s on my mind. Getting it all out helps. If I’m still wired, a quick meditation session might do the trick. Family Concerns : The saying goes, "you're only as happy as your least happy child." It’s true, and it’s not just about kids but anyone close to you. Worrying is part of the deal. The trick is to acknowledge these feelings but also realize you can’t control everything. Support them, yes, but also let yourself rest. Business/Finances : There are certainly times when I worry about the finances. Especially now as I am in this transition phase of getting SKOR off the ground. The financial model and the actual product that is the business is critical. How will it become financially viable? How will it solve problems for CEOs? Will they pay for it? Exciting and daunting all at the same time. One personal experience share from building companies was, share your realities with your teams. The finances and the business. The more people that care and "lose sleep" over the numbers the better the business will become. Get back to bed now and here's to a better night sleep tomorrow.

Once upon a time, there was a large and prosperous kingdom ruled by a powerful Emperor who was admired by people far and wide for his charming wit and bold vision. He led a skilled team of advisors called the C-Suits, who helped him make decisions for the kingdom. Unlike other Emperors who never cared what people thought of him, this Emperor cared a great deal. He wanted to be liked and admired not for his title but for who he was a person. One day he asked his team of C-Suits to go find out what people thought of him. He summoned his Minister of Citizenship to ask “What do our people think of me? What do they think of my leadership, our values and vision for the future?” The next month the Minister returned with a sobering report: while the people could recite the poster values which were everywhere as part of the kingdom, they perceived the lived values were actually self-interest, strictness, cronyism, greed and deception. They saw the C-Suits ruthlessly pursuing status and wealth without compassion for the struggling everyday people. The Emperor was shaken to realize the enormous gap between what values were touted versus practiced. He saw that noble words alone were meaningless unless backed by aligned actions - especially from leaders whose everyday behavior sets the tone. With newfound commitment, he assembled his C-Suits and announced “We will restructure our policies and connect more personally with all sectors of our society. By living our stated values rather than just decreeing them, we will earn back the kingdom's trust.” To ensure the people believed him, he changed the laws of the royal court and decreed that if any person is his government did not uphold the behaviors of the values, they would be replaced. Months later, he ended up changing 20% of the C-Suits as they didn't live up to the values. And not surprisingly, the peoples trust of their Emperor grew and so did their admiration of him. The moral: values must be woven into an organization’s daily fabric. Ultimately people judge leaders not by the values they profess, but by the values they practice.

After being recommended it a few weeks ago (Thank you Eduardo), I've been reading Bill Campbell's Trillion Dollar Coach , and boy is it powerful!! This book is a must-read for everyone. Why? Because in one way or another, each of us plays the role of a coach. Whether it's guiding our children, leading a sports team, managing a team at work, or steering the entire company, the insights, stories, and principles shared in this book have the potential to significantly impact your life and leadership approach. Trust me on this. Despite only recently diving into it, the essence of focusing on the "team" has always been at the forefront of my approach. The internet is awash with articles on Campbell's coaching methodologies and principles, and it's likely that many of you are already practicing some of these fundamentals. However, a few concepts really struck a chord with me, presenting ideas I hadn't encountered before. And believe me when I say, I'm perpetually a student of leadership, always eager to absorb more. 1. Rather than worrying what your boss things, what do your peers think? One of the standout ideas is shifting the focus from what your boss thinks to valuing the opinions of your peers. In the workplace, there's often a rush to have a "manager" review and approve work, but if you're part of a team, whether it's 5 or 50 members, striving to manage up isn't always conducive to achieving the best team outcomes. Instead, seeking feedback from peers before heading to your manager can not only improve the quality of your work but also demonstrate your commitment to collaborative success. This approach is likely to impress your boss and lead to superior results, as it emphasizes the power of the team over individual efforts. So rather than think in silo's, perhaps consider thinking in small teams, which are all part of a bigger team. ONE team always! 2. Rather than solve the problem for a team, ensure the right people are on the team. The concept of ensuring the right people are in place to address challenges, rather than solving problems for the team, really resonated with me. Many managers feel compelled to step in and fix issues for their teams. However, Bill Campbell advocates for empowering the team to find solutions, emphasizing the importance of having the right team members tackle the problem. This might mean reassessing team composition if issues persist but resist the urge to solve the problems yourself. This method fosters growth, confidence, and the ability to achieve greatness within the team, rather than providing a short-term fix that could inhibit development. I'd encourage you all to read it and evaluate it for your every leadership behavior. I guarantee you will level up your leadership and in turn the people around you overnight!

In my 25 years of founding and growing companies, I've witnessed firsthand the transformative power of investing in culture. The return on investment (ROI) in culture is not just a feel-good factor, it's an imperative that drives tangible outcomes, including profitability, employee engagement, and sustained growth. Unlike the quantifiable certainty of things like customer acquisition or advertising, investing in culture offers a profound, often exponential, return that is integral to a company's core success. At the heart of a high-performing culture are core values, goal alignment and workplace engagement. These elements, when integrated, create a fertile ground for achieving remarkable results. A study by Deloitte revealed that organizations with highly engaged workforces outperform their peers by up to whopping 147% in earnings per share . This underscores the critical importance of aligning goals across the organization and embedding core values into every aspect of operations. Measuring the impact of culture on performance requires a thoughtful approach to metrics. Key performance indicators (KPIs) should have owners with clear accountability set. Often companies have metrics with no owners. I have never understood why. the classic adage, when multiple people have a metric, no one does. Add an owner!!! According to Gallup, businesses with highly engaged teams show 21% greater profitability. This data highlights the direct link between investment in culture and financial performance, offering a compelling argument for CEOs to prioritize these areas. A robust recognition and rewards program is pivotal in sustaining a high-performance culture. Such programs not only acknowledge individual and team achievements but also reinforce the behaviors and values that contribute to the company's success. A study by the O.C. Tanner Institute found that 79% of employees who quit their jobs cite a lack of appreciation as a key reason for leaving. Investing in recognition programs, therefore, is not just about retaining talent; it's about amplifying performance and driving ROI. Throughout my career, I've seen companies flourish when they invest in culture as if it were their core product. CEOs should view cultural investment not as an expense but as a foundational element of their business strategy. The ROI of culture is multifaceted, encompassing improved employee morale, higher productivity, and, ultimately, increased profitability. This investment yields a more engaged workforce, innovative solutions, and a competitive edge that far surpasses the returns of traditional advertising spends. The evidence is clear: investing in culture delivers significant returns. By focusing on core values, strategy alignment, and recognition amongst other things, companies can achieve a level of performance that not only meets but exceeds expectations. For CEOs and leaders, the message is unequivocal: prioritize culture as you would your most critical business investments, and the rewards will be both profound and lasting. In my experience, the companies that have thrived are those that have placed culture at the center/top of their strategy, proving time and again that the ROI of culture is not just a promise—it's a reality.

SKOR, the trusted culture measurement platform helping organizations unlock profitability by fostering environments where individuals and teams can thrive, is proud to welcome Alyson Daichendt  to its Board of Advisors . A recognized leader in organization design, culture transformation, and talent strategy , Alyson brings decades of expertise helping global brands align people, processes, and strategy for high performance. Alyson Daichendt With leadership roles at Deloitte , Coca-Cola , Nike , and Accenture , Alyson has shaped culture, engagement, and human capital strategies for some of the world’s most recognizable brands. From designing innovative organization and talent strategies to leading change management at scale, she has helped businesses transform their workplace cultures into a competitive advantage. Beyond her corporate leadership, Alyson is a sought-after advisor, speaker, and educator, guest lecturing at USC, Clemson University, and Emory University  on organization and people strategies. Holding a Doctorate in Organization Change and Leadership from USC , she has a deep understanding of how culture and strategic alignment fuel business success . “Alyson’s background and experience with brands such as Nike and Coca-Cola with tens of thousands of employees not only as a client but also as the consultant when she was at Deloitte, enhances SKORs value proposition in larger enterprises,” said Eddie, Founder and Chief SKOR’er. “Her experience  advising global brands  and her data-driven approach  to culture transformation will directly support our mission to make workplace culture the standard measure of organizational success.” Alyson shared her excitement about joining the Board: "Culture is the foundation of business success, and SKOR’s data-driven approach is changing the way leaders measure and optimize workplace environments. I’m thrilled to be part of this journey and look forward to contributing to SKOR’s impact on organizations worldwide.” Please join us in welcoming Alyson Daichendt  to the SKOR Board of Advisors . Follow us on LinkedIn  for updates on how Alyson and our team are shaping the future of workplace culture measurement .

At SKOR, we are committed to building high-performance cultures and empowering individuals and teams to thrive. As the saying goes, ‘ If you want to go fast, go alone. If you want to go far, go together. ’ That’s why we are taking this commitment one step further—investing in our partners to move forward with us and embrace SKOR as the go-to culture metric for their clients through SKOR Elevate . To support our SKOR Elevate Partners in our joint growth, we have launched a new partner portal. This dynamic platform will enhance collaboration, streamline processes, and provide Partners with the tools and resources needed to support our partnership and their success: A Personalized Partner Portal  where they can easily access the most-up-to-date resources, marketing materials, and exclusive partner tools Performance Tracking   Tools  to monitor engagement, manage  deals upon which they earn commission Direct Connection  to the SKOR team, offering the latest news, events, and updates We want to thank our inaugural partners for their belief in and commitment to measuring workplace culture—helping their clients create environments where people thrive and profits grow. 🎉 34 Strong Quade Executive Peer Group Agile in HR People Forward Network ALR Coaching Selling From the Heart Arcqus Group Sensible HR Conscious Habit TAI Group 5Ft View Consulting Velocity Now Fractional People People Vibe People Studio Hey Taco Visage Growth Partners Kamsa Wellbeing at Work World Want to learn more about becoming a partner?  Join one of our upcoming info sessions to learn more about the SKOR Elevate Partner Program. Wednesdays at 10:00 am EST Thursdays at 4:00 pm EST Already know enough about SKOR and ready to just jump in? We can’t wait to see you ELEVATE your business!

SKOR, the trusted culture measurement platform, helping organizations unlock profitability by fostering environments where individuals and teams can thrive, is excited to announce the appointments of Gogi Anand and Dr. Moses Altsech to its Board of Advisors. Both bring a wealth of experience in culture, people science and organizational transformation and will provide valuable strategic guidance as the company continues to grow and innovate. Widely regarded as a visionary leader at the intersection of AI, technology, culture and people science, Gogi’s superpower is uncovering insights from sentiment and usage data and making practical recommendations to business leaders to positively influence business outcomes. His leadership at Microsoft, LinkedIn and Deloitte and his work with C-Suite leaders to streamline processes, enhance productivity, and deliver results, has led to organizational transformation around the world. With over 30 years of experience, and more than twenty academic and professional awards, Moses has helped organizations in more than two dozen industries engage in strategic planning, conduct cutting-edge research in customer satisfaction, brand perception, and employee engagement, enhance staff recruitment and leadership development, manage change, and aggressively explore new opportunities for growth. Both a professor in the Top 10-Ranked Marketing Department of the Wisconsin School of Business at the University of Wisconsin-Madison and consultant, Moses works with clients domestically and abroad. We are thrilled to welcome Gogi and Moses to our advisory board. Gogi’s ability to uncover insights from sentiment data and Moses’ decades of experience in organizational psychology will directly support SKOR’s mission to become the standard measurement for workplace culture, helping organizations unlock profitability through data-driven insights. “I'm thrilled to join SKOR's Board of Advisors and help organizations harness the power of culture and data to drive business success via people success.” said Gogi. “SKOR’s innovative approach to culture measurement aligns perfectly with my passion for transforming workplaces and teams through research and strategic insights,” said Moses. “I am honored to join the Board of Advisors.” Please join us in welcoming Gogi and Moses to SKOR. And stay tuned for more updates on how Gogi and Moses will help shape the future of workplace culture measurement. Follow us on LinkedIn for all the latest news and to join the conversation!

Running a company is not a marathon. It's not even a sprint. It's more like a Spartan Race and if you don't know what that is, it's an intense obstacle course races ranging from 3 miles plus plus. Let me explain... When you're building a company, you can't just put your head down and pound the pavement for 26 miles like a marathon. You have to navigate unexpected challenges and tests of skill, strength, and endurance around every turn. One minute, you're scrambling up a rope or climbing over a giant wall. The next, you're crawling under barbed wire through mud or throwing a spear at a target. At every obstacle, you have to tap into your power, agility, mental toughness and heart to make it through. Just like in a Spartan race, you never know what you'll encounter next as a leader. How do you handle this? Competitors, changing market conditions, cash flow issues, hiring challenges, product issues. There's always another wall to scale or pit of fire to jump through. But that's where the glory lies - in the overcoming . In finding creative solutions, unearthing new reserves of determination and partnering with your team to help each other make it across the finish line. The terrain may be treacherous at times, but the reward of victory is sweet. How do you help your team with the training muscles to overcome such obstacles? So keep your focus . Commit to disciplined training, just as Spartan warriors once did. Build your endurance, skill and grit through practice. Support those running the course alongside you. And no matter how grueling it gets, keep your eyes fixed on the peaks you're headed towards, not the obstacles you're facing. Stay nimble and keep innovating. Be ready to get scraped up and dirty along the way - it's part of the ride. And dig deep for that next burst of energy when you need it most. If you adopt the heart, mindset and agility of a Spartan racer, you can overcome any challenge on your path. The obstacles along the way will only make you and your team stronger and more prepared for future tests of will and skill. Keep charging ahead. What kind of race are you running with your company? What kind of company are you building? How do you empower your team and prepare them for the unexpected obstacles?

In a recent commencement speech that resonated deeply with me, Gary Vee , shared some compelling messages on the value of adversity and the joy found in losing. His message, aimed at the next generation of leaders (but really all humans in the world), is a powerful reminder that success is often paved with failures and rejections. Gary Vee's speech is a call for CEOs and leaders to embrace the "No's," the rejections, and the losses. He explains that these experiences are not setbacks but opportunities for growth. "Losing is fun," he declares, challenging the conventional wisdom that success is the only desirable outcome. As we know but often forget, the lessons learned from failures are invaluable and far outweigh the fleeting pleasure of winning. For leaders, this perspective is transformative. Embracing adversity requires a shift in mindset from viewing failures as defeats to seeing them as critical learning experiences. This approach encourages resilience and a relentless pursuit of improvement. When leaders face rejection, they have the chance to analyze what went wrong, adjust their strategies, and come back stronger. Each "No" becomes a steppingstone to a more refined and effective approach. Gary Vee's philosophy aligns with the core principles of effective leadership. Great leaders understand that their journey is not a straight path to success, but a winding road filled with obstacles. They know that every rejection and failure is a test of their resolve and a chance to demonstrate their commitment to their vision. By leaning into these challenges, leaders build the resilience necessary to weather any storm. Moreover, this approach fosters a culture of continuous improvement within organizations. When leaders openly embrace failures, they set a powerful example for their teams. It creates an environment where employees feel safe to take risks, innovate, and learn from their mistakes. This culture of learning and growth is essential for long-term success and adaptability in an ever-changing business landscape. Winning, as Gary Vee points out, is often quick and gratifying but rarely provides the depth of insight that failure does. Success can sometimes breed complacency, while failure ignites a drive for growth. Leaders who understand this dynamic can harness the power of adversity to fuel their growth and the growth of their organizations. In conclusion, Gary Vee's recent commencement speech is a powerful reminder that losing is not the end but a beginning. Leaders who embrace the "No's," rejections, and losses with enthusiasm are the ones who ultimately succeed. They learn, adapt, and emerge stronger. As he eloquently puts it, "Losing is fun," because it is in the depths of adversity that the seeds of greatness are sown.

A Four-Part Blog Series for CEOs and Leadership Teams Most companies rely on employee engagement surveys to measure culture. But let’s be honest — they’re a blunt instrument. They tell you how employees feel today, but they don’t tell you whether your culture is driving long-term success. And often, leaders don’t have the time to really review them, let alone action the findings. Consider Google’s Project Aristotle. When Google set out to understand what made their teams successful, they discovered that psychological safety was the number one factor. Employees needed to feel safe to take risks and speak their minds. Traditional engagement surveys don’t measure this. They don’t tell you if employees feel safe to innovate, if leaders are fostering growth, or if teams are aligned on purpose. Culture is more than engagement. It’s about: 1. Cohesion — Shared purpose and values. 2. Clarity — Goals, metrics, and accountability. 3. Courage — Psychological safety and continuous improvement. These are the metrics leaders should be tracking. In next week’s article, we’ll dig deeper into what leaders should be measuring to get a true Culture SKOR. 👉 Challenge for the week: Ask your leadership team what metrics they use to track culture. If they don’t know, it’s time to fix that. REMINDER: Don’t Miss Out On Our Exclusive Webinar! Join us on January 16th for an insightful session with Eddie Geller , CEO of SKOR , and Una Japundza , CRO of HeyTaco . Together, they’ll explore three key drivers to help you earn your employees’ presence and productivity in 2025. This is your chance to gain actionable strategies for creating a thriving workplace! Reserve your spot now !