Every year, people set resolutions with genuine intention: to get healthier, feel better, perform at a higher level, or finally make time for what matters most. Yet research consistently shows that most resolutions fail within weeks. This isn’t a motivation problem—it’s a brain problem.

Every year, people set resolutions with genuine intention: to get healthier, feel better, perform at a higher level, or finally make time for what matters most. Yet research consistently shows that most resolutions fail within weeks. This isn’t a motivation problem—it’s a brain problem.

Not long ago, leadership was defined by endurance: long hours, relentless problem-solving, always being “on.” I lived that model. I wore my long days, weekend emails, and crisis management like badges of honor. And for a time, it worked. I achieved professional success, climbed the ranks, and led high-performing teams.

Not long ago, leadership was defined by endurance: long hours, relentless problem-solving, always being “on.” I lived that model. I wore my long days, weekend emails, and crisis management like badges of honor. And for a time, it worked. I achieved professional success, climbed the ranks, and led high-performing teams.

Not long ago, leadership was defined by endurance: long hours, relentless problem-solving, always being “on.” I lived that model. I wore my long days, weekend emails, and crisis management like badges of honor. And for a time, it worked. I achieved professional success, climbed the ranks, and led high-performing teams.

Not long ago, leadership was defined by endurance: long hours, relentless problem-solving, always being “on.” I lived that model. I wore my long days, weekend emails, and crisis management like badges of honor. And for a time, it worked. I achieved professional success, climbed the ranks, and led high-performing teams.

Not long ago, leadership was defined by endurance: long hours, relentless problem-solving, always being “on.” I lived that model. I wore my long days, weekend emails, and crisis management like badges of honor. And for a time, it worked. I achieved professional success, climbed the ranks, and led high-performing teams.

By Lyle Best, Co-Founder, Heroes Unleashed I’ve been doing a lot of thinking lately — which, in my case, usually means trouble. A few...

In this candid conversation, transformation coach Matt Devine and neuroscientist Bryson Tibbitts unpack two powerful but often...

Joe Gagnon is the CEO at RaYnmaker and a veteran entrepreneur with over 20 years in executive roles at companies including...

I didn’t plan to build a company culture. I didn’t sit down with a whiteboard or hire consultants to define our values. I didn’t follow a leadership manual or business book. I just tried to treat people with kindness, compassion, and respect—like people, not numbers—no matter how big the team got. Turns out, that was the culture.

Not long ago, leadership was defined by endurance: long hours, relentless problem-solving, always being “on.” I lived that model. I wore my long days, weekend emails, and crisis management like badges of honor. And for a time, it worked. I achieved professional success, climbed the ranks, and led high-performing teams.