Organizational Leadership: Departments, Moons, and the Work That Carries Vision
Your company is a solar system. The leaders who carry its vision are the moons, and most of them never get counted.
leadership
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Leadership Dynamics: Sun, Planets, and Moonlit Leaders
The Solar System Is the Original Org Chart The solar system is the blueprint for organizational leadership. It has been modeling organizational dynamics for four and a half billion years. Most leadership frameworks were invented in the last fifty. The org chart, the matrix, the squad model, the holacracy, the network of teams. Each one…
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The Invisible Work of Leadership
Most leadership advice focuses on vision and strategy. This essay explores the invisible work of translating direction into execution and the overlooked leaders who hold organizations together in real time.
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The Leadership Shortage Nobody Is Planning For
The Leadership Shortage Nobody Is Planning For How AI is reshaping entry-level jobs, leadership pipelines, and the future of work Reading time: ~25 minutes Prefer to read this offline? Download the PDF. AI is quietly reshaping the conditions under which future leaders get built. The changes are small enough per year to be invisible and…
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The Hallway After the All-Hands
The Hallway After the All-Hands The Tuesday all-hands just ended. The CEO nailed it. Clear priorities, confident delivery, a vision for the next eighteen months that had the whole company nodding along. People are filing out. Someone near the back is saying “that was a good one.” Two VPs are shaking hands by the door…
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The Artemis II Mission Team
The Artemis II crew trusts these people with their lives. Flight directors, science officers, backup astronauts, commentators, and hundreds of engineers across three continents. This is who they are.
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Everyone Watched the Rocket. I Watched The Room.
Millions watched the Artemis II rocket climb into the sky. I looked for the people the camera wasn’t pointed at. What I found looked a lot like the work I’ve done my entire career.
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The Hardest Part of Your Job Is Describing It
You can brief a board without breaking a sweat. You can translate a CEO’s instinct into a ninety-day plan. You just cannot explain what any of that means when someone asks.