#generational-leadership

#generational-leadership

"For the life of me, I couldn't figure out what they actually did."

I don't feel stressed out that often. It happens to me four or five times a year. When I start to experience the stress, that's a useful signal for me.

Students at Columbia, despite their political differences, expressed a united anxiety over how to start finding their life's work in a chaotic environment. This resonated deeply with me.

"When you talk to people about breaking them down, they feel like they're going to get flattened. This negative perception of breaking down siloes can impact the organization's ability to solve the siloes in the first place."

The CIOs I most want to work with are the ones who haven't abandoned either role. They're genuinely curious about how the infrastructure works, not just what it delivers.

The leader who hasn't examined their own fears, assumptions, and blind spots will inevitably project those shadows onto their teams. Inner work enables outer connection. This ancient wisdom has never been more urgent. Here's an irony worth sitting with: the more AI dominates our workplaces, the more desperately we crave authentic human connection.

We talk constantly about age-in politics, in leadership, in debates about retirement and the future of work. Yet we rarely stop to ask a simple question: What is age, exactly? Most of us rely on a single number, as if people were stamped with a vintage year like bottles of wine. But age is far from a fixed or universal metric. It is multidimensional, deeply unequal, and increasingly misleading when used as a shortcut for ability, potential, or readiness.