A younger me would’ve viewed this as a badge of honor, but the older I get, the less proud I am of this “accomplishment” of time spent on an airplane.

A few weeks later, a package arrived in the mail. Inside were a couple of luggage tags featuring my newfound SkyMiles status. Now, these tags don't actually do anything special. The tags don’t get you extra perks or faster service. They're just... tags. So why would Delta bother? (And why would someone place these on their bag?)

Because people absolutely love this stuff.

We're all walking around with an invisible "recognize me" sign on our foreheads.

When someone - or even some business - sees that sign and responds to it, it feels good. Really good. Those luggage tags are a sign of recognition.

So if recognition is so impactful, why don’t leaders utilize it with employees and customers more often? There are a few roadblocks that tend to get in our way:

1. We're busy: Life moves fast, and sometimes taking a moment to recognize someone feels like a luxury we can't afford. (Spoiler alert: We can, and we should.)

2. We think recognition needs to be expensive or grand: Not true!

3. We're waiting for the "right moment": We often think recognition belongs in formal settings. But guess what? Any moment can be the right moment.

One of the people who did this extremely well was a mentor of mine, Dr. Betty Siegel, the former president of Kennesaw State University. This lady was a master of recognition. And her stage? The local Waffle House.

Here's what she'd do: When she was in town, she would spend most mornings at the local waffle house with her iconic red glasses reading the local paper. When students spotted her at breakfast and came over to say hi, she'd grab a napkin and ask them to write down the name of a professor (or any other university employee) who'd made a difference to them. She would then take the napkin and hand deliver it to that person, with the offer to trade the napkin in for a free breakfast at Waffle House…her treat.

Now, here's the cool part - many of these napkins were never cashed in. Some professors even framed them! Why? Because that simple act of recognition meant more than any free meal ever could.

As leaders, we need to understand this:

Recognition isn't just a nice extra - it's essential.

When we take the time to acknowledge the people around us, we're not just making them feel good (although that's awesome, too). We're fueling their motivation, boosting their confidence, and strengthening their commitment.

It doesn't have to be complicated. You don't need to plan an elaborate ceremony or break the bank. Sometimes, a sincere "thank you" or a quick note can work wonders.

So, here's my challenge: Make recognition a regular part of your routine.

Look for opportunities to acknowledge the efforts, growth, and impact of the people around you. Trust me, it's one of the most powerful tools in your leadership toolkit.

Relevance matters. If you've decided you don't care about relevance, you’ve decided you don't care about impact. You can bemoan it or belabor it, but you need to believe it if you want to make impact. Army General Eric Shinseki famously said, "if you don't like change, you're going to like irrelevance even less."

So relevance is not just a buzzword - it's crucial to your influence. The method you choose to obtain relevance is important. It may seem like the solution is pretty straightforward – chase after every new thing, jump on every trend, or obsess over social media likes. But here's what I've learned:

Relevance isn't about chasing trends. It's about standing the test of time.

Let me give you an example from a field you probably don't hear me talk about much: fashion. Fashion changes all the time - new seasons, new trends. Baggier then slimmer. High cut then low rise.

Style, on the other hand, is different. You can keep your style even when new trends emerge. Yves Saint Laurent said, "Fashions fade, style is eternal." That doesn’t mean you completely ignore the latest fashion approaches, but you understand a style that is true to who you are. The same is true in life and in leadership. Relevance is a long game. It's not about making a big splash today and being forgotten tomorrow. It's about consistently delivering value, rolling with the changes without losing sight of who you are, and staying connected with the people you lead and serve.

As leaders, we should be aiming to create lasting impact. It’s helpful to stay informed about what's happening in your industry and the world. We need to adjust our strategies and methods, but it must be filtered all through our values and our long-term vision.

Remember, being relevant doesn't mean being everything to everyone. It's about being meaningful to those who matter most - your team, your customers, your stakeholders. It's about really getting what they need and what challenges they're facing, and continually finding ways to step up and meet those needs.

So, here's my challenge to you: don't get caught up chasing the latest trend. Fix your focus on your unchanging purpose and principles.

ADDO had been around for 3 ½ years, and our team and their spouses were gathered for our annual Christmas party.

When I first co-founded ADDO, I was a young, unmarried entrepreneur with big dreams and an extremely high-risk tolerance. The stakes seemed more than manageable - if our venture crashed and burned, I could always pivot or simply find another job. Our mission was to create something impactful and world-changing, but the personal consequences of failure felt minimal.

Then came the pivotal moment at our company Christmas party. I looked around the room at our small but growing team and their loved ones. The realization hit me like a ton of bricks. The decisions we were making were no longer just affecting me. They weren’t just affecting our immediate team. The success or failure of our venture would impact spouses, children, and entire families.

Suddenly, the weight of leadership felt heavy – very heavy.

Have you ever heard the saying, “Heavy is the head that wears the crown”?

Transparently, I never liked the expression. It felt arrogant. The ruler lamenting the fact that they were in charge. But the actual saying from Shakespeare's King Henry IV feels far more appropriate: "Uneasy lies the head that wears the crown." In context, the king admits to sleepless nights, worrying over decisions and their consequences. He acknowledges the constant pressure and uncertainty that comes with true leadership.

This burden, this uneasiness, is a sign that you're taking your responsibilities seriously. When I felt that weight settle on my shoulders, it changed how I approached decision-making. I considered broader contexts, looked further into the future, and weighed the ripple effects of my choices.

The burden of leadership isn't just a cross to bear - it can be fuel for greater impact.

It pushes us to be more thoughtful, more considerate, and more strategic in our actions. It reminds us that our decisions matter and that people are counting on us to get it right.

So, to all the leaders out there feeling the pressure: embrace it. Let it drive you to excellence. Let it remind you of the trust others have placed in you and the opportunity you have to make a positive difference in the lives of those you lead.

We should never allow the seriousness of decisions to stifle our desire for growth and our willingness for risk. But we should always keep the impact to others in mind. That’s the burden we carry and the reason we will feel uneasy at times. Remember, leadership isn't only about achieving goals or hitting targets. It's about the lives you touch along the way. When you feel that burden, know that you're probably on the right path. Use it as fuel to lead with clear vision, wisdom, and empathy.

Picture this: you're in a packed room, spilling your genius ideas like there's no tomorrow. You're on fire, right? But when you look around, all you see are confused faces and glazed-over eyes. Ouch. Welcome to the communication conundrum that plagues even the most seasoned leaders.

Let's talk about a communication secret that too many of us forget:

Communication is not about what’s being said, it's about what’s being heard

Let me share a hilarious tweet that'll drive this point home:

"No, Uncle Tim, you did not just booty call me, you butt-dialed me. And yes, there's a HUGE difference…TRUST ME!"

It makes you laugh and cringe at the same time. But here's the thing - poor Uncle Tim probably had no clue what he'd done. It's a perfect example of how our words can take on a life of their own once they leave our mouths (or thumbs, in this case). What we intend to communicate and what others hear can be worlds apart.

So, how do we avoid pulling an "Uncle Tim" in our leadership roles?

1. Common Language:

Let's talk about creating a shared language with your team. It's like having your own secret code, but way more useful. When my team and I dived into "Essentialism" by Greg McKeown, suddenly we were way more aligned on our priorities. We were able to reference the book to challenge each other on what's most important, because we were speaking the same language. When we are reading (or listening to) the same thing at the same time, we are able to put new words to current challenges and problems that help us better move forward together.

2. Empathetic Listening:

Expert communication isn't about having the fanciest words or the slickest arguments. Nope, it starts with listening - empathetic listening. You've got to put yourself in your audience's shoes. Are you talking to a bunch of die-hard Georgia Bulldogs fans? Maybe leave out those Florida Gators references. It takes some humility and a willingness to park your own ideas (and football allegiances) at the door for a bit.

Remember, if you want to communicate in a way that is received by others, work to create a common language, practice some empathetic listening, and always think about who we're talking to. And maybe double-check those texts before you send them, okay?

In 2008, I joined three other friends in starting a travel organization to take students around the world. It was the middle of the Great Recession...not ideal timing. We needed resources for our first trip, so we held a fundraiser in Atlanta. Each of us had our roles. Mine was perhaps the most daunting – asking for money at the end of the night. We knew ahead of time there was one committed donor for $25,000, so we started there.

Kevin: How many of you here would like to pledge $25,000?

One hand went up. The one we knew about, but no one else.Kevin: Alright, how about $20,000?

Crickets.

Kevin: $15,000? Who here is willing to give $15,000?

You could have heard a pin drop.

Kevin: Alright, $10,000. Surely we’ve got some folks who can come in at the $10,000 mark.

Nobody.

At the end of the night, some people chipped in with a few hundred dollars here and there. The next day the four of us gathered for breakfast to count the money. We came up $70,000 short of what we needed to raise. We were disappointed, defeated, and discouraged. Devastated might be a better descriptor.

Garrett, my business partner and ever the optimist, told our team:

"If entrepreneurship was easy, everyone would do it."

Garrett challenged us to press forward and not give up. We were willing to beg, borrow, or steal to make sure this dream became a reality. (Borrowing is, in fact, what we ended up doing thanks to a gracious friend). The point is, we kept going when most people would have given up. Actually, most people wouldn’t have even tried to start something in the first place.

So today’s message is to anyone, anywhere, who has a burden to start something new– whether it's a business, a church, an innovative idea within your company, or even a local sports team. Here are three steps to follow when stepping out to do something:

‍1. Believe in What You Do:

Your conviction is your fuel. As management guru Gary Hamel said, "Create a cause, not a business." If you don't genuinely care about your venture, you'll likely throw in the towel at the first sign of difficulty or opposition. Your belief in your mission is what will carry you through the tough times. If you don’t believe in it, you shouldn’t bother starting.

‍2. Stand Out:

If you are the same as everybody else, it’s unlikely you’ll succeed. As the movie American Beauty puts it, "I don't think there's anything worse than being ordinary." Every new venture should solve a problem or meet a need in a way that's better, more efficient, or more enjoyable than what's currently available. Know what makes you different! Is it your product? Your process? Your perspective?

‍3. Don't Quit:

Success often comes to those who simply outlast their competition. Ross Perot once said, "Most people give up just when they're about to achieve success. They quit on the one-yard line. They give up at the first minute of the game, one foot from a winning touchdown."

The most successful individuals aren't necessarily the smartest – they're the ones who refuse to give up. WD-40, the ubiquitous lubricant found in countless homes and workshops, took 40 attempts to get the water displacement formula right – hence the name “Water Displacement, 40th formula”. Good thing they didn’t give up on try 39. James Dyson, the inventor of the bagless vacuum cleaner, went through 5,126 failed prototypes over 15 years before finally creating a working model. What a missed opportunity of innovation had he given up on all the failed designs.

If we had given up the night of our fundraiser, we would have missed the opportunity to impact countless college students over the following years.

Starting something new requires boldness, bravery, and yes, sometimes even a touch of brashness.

But if you believe in your cause, offer something truly unique, and persist in the face of adversity, you might just change the world – or at least your corner of it.

Remember, the most extraordinary journeys often begin with a single, audacious step. Are you bold enough to take it?

So a few years ago, we bought a 20-year-old, 200,000-mile red Jeep Wrangler, a decision that would soon teach me an unexpected lesson about community.

Owning a Jeep comes with its own set of unique customs. First, there’s the playful tradition of finding rubber ducks left on your vehicle—something strange but unique to the Jeep community. Then, there’s the invitation to join exclusive Jeep clubs, either online or in person. But perhaps the most iconic aspect of Jeep ownership is the Jeep wave. If you’ve ever been behind the wheel of a Jeep, you know the unspoken rule: when you encounter another Jeep, you give a subtle, yet deliberate, wave—a simple gesture that speaks volumes.

This takes some getting used to. Why are people waving? Have I waited too long to wave back? Finally, it clicks, and the Jeep wave becomes second nature. Here’s where things get interesting. Our family also has another vehicle which lives at the opposite end of the cool spectrum: a minivan. I frequently find myself behind the wheel of the minivan—ferrying our three kids around.

Just about the time I’ve gotten the handle on the Jeep wave, I’m driving the minivan. I see another Jeep and, forgetting what car I’m in, I wave to the other driver. The response is always the same: an awkward glance, or worse, a blank stare. Without the Jeep, I’m not part of the club. I feel left out. I’ve realized that when I’m out of the Jeep, I’m out of the community.

This feeling is a small representation of a bigger reality of our intrinsic need to belong.

At the heart of our desire for community is a fundamental yearning to be known, to be seen, and to be valued. We thrive when we feel connected to others who share our values, interests, and passions.

Every one of us thrives in community. So, what does a real community look like?

1. Real community, when possible, is face to face, not virtual. These relationships spring out of intentionality and are not centered on comfort or convenience. They require creating room in your schedule for personal and present interactions with your friends and family.

2. Real community is authentic and exists beyond surface-level conversations. These relationships thrive in openness and honesty and leave the small talk at the door. They force you to allow people to see who really are, so they can help you become who you want to be.

3. Real community is responsive and leads to action. These relationships spur on intentional service and generosity. When one friend sees a need, they respond to it and do not seek anything in return.

Know this: The conscious cultivation of community requires the conscious commitment of time.

If you’re reading this and you desire to have community with others, here’s a bold challenge: Instead of sitting around and waiting for community to come to you, be intentional and pursue it. Take proactive steps to forge those connections. Reach out to others. Join groups and clubs. Engage in activities that align with your interests and values. Be the catalyst for creating a community that you want to be part of.

As leaders, it’s tempting to get caught up in complexity. We want to build credibility, ensure we’ve communicated all the details, showcase the intricacy of our offerings, and share the thoughtfulness behind the decisions we’re making. But the most effective leaders understand a fundamental truth:

Simplicity is the key to driving real change and action.

Simplicity isn't about dumbing down ideas; it's about prioritizing what truly matters, cutting through the noise and delivering messages that resonate. Why? Because

1. Simplicity leads to understanding.

2. Understanding leads to application.

3. Application leads to repetition of what works.

The strategy is clear: Simplicity → Understanding → Application → Repetition

Think about some of the most influential movements and innovations in history. They often started with a simple, powerful idea that could be easily grasped and shared.

Bill Gates, for example, played a pivotal role in technological advancement in our world, but he communicated beyond hardware specifications and programming languages with a vision for “a computer on every desk and in every home.”

As Leonardo da Vinci wisely noted, "Simplicity is the ultimate sophistication." Albert Einstein, one of history's greatest minds, understood this principle well. He said, "The definition of genius is taking the complex and making it simple." As leaders, we should strive for this kind of genius in our communication and strategy.

When we present ideas in a simple, clear manner, our teams can quickly grasp the concept and see how it applies to their work. This understanding allows them to put the idea into practice, and as they see positive results, they're more likely to repeat and refine the process.

So, simplicity is great… but HOW? It seems easier said than done.

Here are three key strategies to help you simplify any concept:

Subtract Rather Than Add: Less truly is more. Challenge yourself to go back through your plans, presentations, or communications with a red pen and cut anything that isn't absolutely necessary. Then do it again, and again. As Blaise Pascal famously said, "If I had more time, I would have written a shorter letter." Taking the time to distill your message to its essence shows respect for your audience's time and attention.

Condense Rather Than Elaborate: When something is complex, it is tempting to drift toward providing more information. Look for ways to compress your ideas without losing their impact. Can you convey your point in fewer words or steps? Remember, your goal is clarity, not verbosity.

Simplify Rather Than Complicate: Be mindful of your word choice. Avoid insider jargon or overly complex language. Remember, most of the country reads at an 8th-grade level. Your brilliance as a leader isn't demonstrated by using big words, but by making big ideas accessible to everyone.

Simplifying isn't always easy. It requires discipline, clarity of thought, and often, more time and effort than taking the complex route. But the payoff is immense. Simple, clear ideas have the power to inspire, motivate, and drive real change in your organization and beyond.

As leaders, let's challenge ourselves to be masters of simplicity.

Let's prioritize clarity over complexity, understanding over confusion, and action over inertia.

In doing so, we'll not only become more effective leaders but also catalysts for meaningful change in our rapidly evolving world.

The answers are revealing. Without fail, people don't mention easy tasks or simple victories. Instead, they speak of the mountains they've climbed, the obstacles they've overcome, and the difficult goals they've achieved. Things like navigating life as a single parent, or getting out of debt. Some say graduating from college or building a business from the bottom up.

It's a stark reminder that our most significant accomplishments are often born from our greatest struggles.

Yet, paradoxically, most of us spend our lives trying to make things as easy as possible. We are wired to seek comfort, convenience, and the path of least resistance. While there's nothing inherently wrong with making life more manageable, we must be cautious not to shy away from challenges entirely.

In recent years, I've observed a concerning trend in society. There seems to be a growing tendency to discourage people from tackling hard things. We tell people things like, “Do what makes you happy.” I hate to break it to you, but that’s bad advice.

History has shown us that great achievements, innovations, and personal growth often come from facing and overcoming adversity. By avoiding challenges, we are robbing ourselves and future generations of valuable opportunities for development and success. In The Comfort Crisis by Michael Easter, he notes, “a radical new body of evidence shows that people are at their best—physically harder, mentally tougher, and spiritually sounder—after experiencing the same discomforts our early ancestors were exposed to every day.” We need to reframe difficulties not as things to be avoided, but as opportunities for growth and achievement.

And it’s not enough for us to do hard things, but we should encourage others to lean in, as well.

As a parent, are you creating opportunities for your child to persevere through adversity? As a boss, are you creating an environment that encourages facing challenges head on?

As a friend, do you push those you care about to be the best versions of themselves?

When we face and overcome challenges, that’s when we grow.

By embracing hard things, we open ourselves up to greater achievements, deeper satisfaction, and a more resilient future.

Maybe this is the nudge you need. Step out of your comfort zone. That tough decision you’re facing? Don’t shy away. Lean In. You might just find that your greatest accomplishment is just on the other side of your greatest obstacle.

I get to speak to a lot of different audiences. Tomorrow is unique because it is in my hometown, in front of the 600+ leaders of the school system that I attended from Kindergarten through 12th grade. As I prepare for this talk, I'm reminded of the profound impact educators can have on their students' lives.

In fact, my 8th grade teacher, Margaret Wingate, changed the trajectory of my life. Her classroom was in a temporary trailer. She never used the overhead, fluorescent lights, just lamps, so it always felt calm. We sat in beanbags, not chairs. When we studied the 1920s we had to make our own radio commercials. When we studied the 1970s she dressed in hippie attire every day. She was one of my favorite teachers, but I didn't excel in her class because I didn't apply myself.

As I have prepared for my speech to educators tomorrow, I dug through some old stuff. I opened a report I wrote in eighth grade (that must not have received a very good grade) and found a note from Mrs. Wingate. She wrote, "Kevin, if you ever get to the point where you realize your full potential and actually apply yourself, there will be no stopping you." She was exactly right. I had some potential, but I did as little as possible to get by. Her words were very kind . . . sort of painful . . . and right on target.

This experience taught me two important lessons about leadership:

‍1. The Power of Words:

‍Proverbs says, "Death and life are in the power of the tongue." The words we use matter, perhaps more than we realize. Mrs. Wingate's note demonstrates this perfectly. Her carefully chosen words had a lasting impact on me, resonating years later as I reflect on my journey.

Leaders should choose their words carefully.

‍2. The Balance of Challenge and Encouragement:

‍What made Mrs. Wingate’s words so powerful was the blend of encouragement and challenge. She acknowledged my potential, which boosted my confidence. At the same time, she also pushed me to do more. This combination is crucial in motivating others to grow and improve.

Mrs. Wingate's approach can serve as a model for us all. She didn't just say, "You're not applying yourself." Nor did she simply say, "You have potential." Instead, she combined these messages: "You have potential, AND you need to apply yourself to reach it."

As leaders - whether we're bosses, parents, coaches, or team leaders - we must strike a delicate balance between challenging those we lead and encouraging them. It's not enough to simply point out someone's shortcomings or to offer empty praise. Instead, we need to do both: highlight their potential while pushing them to reach it.

As I prepare to speak to the educators in my hometown tomorrow, I'm grateful for teachers like Mrs. Wingate who understood the impact their roles will have. Their impact extends far beyond the classroom, shaping lives and future leaders in ways they may never fully realize.