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The Leadership Gap AI Cannot Close

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Nearly every organization today is investing aggressively in artificial intelligence. Yet according to McKinsey’s recent Superagency in the Workplace report, while companies continue accelerating AI adoption, only 1% of leaders believe their organizations have reached AI maturity. That gap matters more than most executives realize. Because the real challenge is no longer technological capability. It is leadership capability. The organizations outperforming in this environment are not simply deploying better tools. They are developing leaders capable of making better judgments under pressure, uncertainty, and accelerating complexity.

At the same time, executive coaching continues proving its value inside organizations navigating transformation. According to the International Coaching Federation (ICF), 87% of organizations report executive coaching delivers strong ROI. The implication is important. As AI expands access to information, analysis, and operational efficiency, the premium on human leadership judgment is increasing, not decreasing.

Over the last year, I have watched many leaders embrace AI as a force multiplier for productivity, decision support, and organizational leverage. That enthusiasm is warranted. AI can accelerate reflection, identify patterns, summarize complexity, and improve execution speed. But leadership failure rarely occurs because executives lack access to information. More often, leadership failure occurs because leaders misdiagnose problems, avoid difficult conversations, optimize the wrong priorities, or fail to see themselves clearly.

That is the leadership gap AI cannot close.

Sam Palazzolo - The Leadership Gap AI Cannot Close

AI Is Improving Leadership Efficiency

AI is now embedded inside modern leadership workflows. Leaders are increasingly using AI to prepare for meetings, summarize data, stress-test messaging, identify operational bottlenecks, and model strategic scenarios. The productivity gains are real.

AI functions as an always-available strategic thought partner. It can synthesize information at a speed that dramatically compresses administrative and analytical work. For time-constrained executives managing increasingly complex organizations, that capability matters.

But efficiency and effectiveness are not the same thing.

A faster decision-making process does not automatically produce better decisions. A more optimized workflow does not necessarily improve organizational alignment. And a leader who becomes more productive without becoming more self-aware can unintentionally scale dysfunction just as quickly as performance.

This is where many organizations now encounter friction. They are investing heavily in AI infrastructure while underinvesting in the human leadership systems required to operationalize it effectively.

“AI can accelerate reflection. But transformation still requires friction.”

Sam Palazzolo

Leadership Breakthroughs Rarely Come From Comfort

One of the most overlooked realities in leadership development is that growth rarely occurs when reflection feels easy. Most meaningful leadership breakthroughs happen when assumptions are challenged.

Executives often enter coaching conversations believing they understand the root cause of organizational issues. They may attribute slowing execution to communication problems when the real issue is unclear accountability. They may believe a team lacks urgency when the actual problem is strategic confusion. They may interpret resistance as misalignment when trust has quietly deteriorated inside the organization.

These are not intelligence failures. They are human blind spots.

AI is highly effective at identifying patterns within the information it is given. What it struggles to do is challenge the emotional narratives, identity protection mechanisms, and defensive reasoning patterns that frequently sit underneath leadership behavior.

Human coaching operates differently.

An effective executive coach does not simply help leaders refine their thinking. They challenge the framing itself. They create constructive friction. They ask uncomfortable questions. They identify inconsistencies between stated priorities and observed behaviors. Most importantly, they help leaders confront realities they may unconsciously avoid.

That process is difficult. It is also where transformation occurs.

The Real Competitive Advantage Is Judgment

As AI capabilities continue advancing, access to information will increasingly become commoditized. Strategic differentiation will shift elsewhere.

The leaders who outperform over the next decade will not necessarily be the ones with the most advanced AI systems. They will be the leaders capable of exercising superior judgment in environments flooded with information, speed, and competing priorities.

Judgment is not simply intelligence. It is contextual awareness. Pattern recognition. Emotional discipline. Decision quality under uncertainty. The ability to balance short-term execution with long-term positioning. The willingness to confront uncomfortable truths before they become organizational liabilities.

Those capabilities are developed relationally.

This is why organizations pursuing AI transformation without simultaneously investing in leadership development often struggle to realize full value from their technology investments. Technology can accelerate systems. But leadership determines whether those systems move in the right direction.

“Most leadership failures are not information problems. They are self-awareness problems.”

Sam Palazzolo

What Leaders Should Do Now

The most effective leaders are not resisting AI. They are integrating it strategically while strengthening the distinctly human capabilities technology cannot replace.

There are five actions leaders should prioritize immediately.

First, use AI to enhance reflection and operational leverage. Automate low-value administrative work. Accelerate synthesis. Use AI to improve speed and visibility across the organization.

Second, create structured feedback loops that expose blind spots. High-performing leaders actively seek challenge, not just validation.

Third, separate productivity from effectiveness. Faster execution only creates value if teams are aligned around the right priorities.

Fourth, invest in leadership conversations that create accountability and perspective. Organizations grow when leaders develop the ability to confront tension directly rather than optimize around it.

Finally, measure leadership performance beyond output metrics alone. Evaluate decision quality, organizational alignment, talent retention, cross-functional trust, and execution consistency. Those indicators often reveal organizational health long before financial metrics do.

The organizations creating sustainable competitive advantage in the AI era will not simply build better technology stacks. They will build better leadership systems.

Closing Thoughts

AI is already reshaping how organizations operate. That transformation will continue accelerating. But amid all the excitement surrounding automation, analytics, and digital productivity, leaders should remember something fundamental: leadership itself remains deeply human.

Technology can improve efficiency. It can improve visibility. It can improve access to information. But it cannot fully replace judgment, contextual awareness, emotional intelligence, or the difficult conversations required to drive meaningful organizational change.

The future of leadership is not AI versus human development. It is AI-enabled leadership supported by deeper human accountability, stronger self-awareness, and better judgment.

Because in the end, the greatest constraint inside most organizations is not technological capability.

It is leadership capability.

Sam Palazzolo

12+ years ago I led a Tech (SaaS) startup to PE exit. Since, I have scaled 15+ organizations from $5M to $500M (2x $1B+).

The Power of Ideas: A New Blueprint for Business Scaling and Sustainability

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The Point: Picture this – A well-established company that once led its industry now finds itself struggling to keep pace with disruptive startups and changing market demands. The leadership team, once focused on steady growth, is faced with a daunting question: “How do we scale effectively where past methods no longer guarantee future success?” If you can sympathize with this well-established company’s leadership, it’s because you recognize traditional growth strategies are under increasing scrutiny. More than ever, businesses must focus on scaling strategies that leverage powerful ideas in innovation and adaptability to remain relevant. So, in this article we explore why modern growth hinges on those powerful ideas through the lens of a business scaling executive coaching/consultant (Me!)… Enjoy!

KEY TAKEAWAYS

  • Evolving Business Models for Long-term Viability: Nearly half of CEOs believe their companies won’t survive the next decade without adapting. Reinvention is essential for staying competitive in an era defined by rapid change and disruption.
  • Growth Beyond Tangible Assets: Economist Daniel Susskind emphasizes that true economic growth stems not from physical resources but from innovative ideas and technological advancements. This shift requires focusing on how economies generate and share new ideas rather than relying solely on traditional GDP metrics.
  • The ‘Growth Dilemma’: Growth offers prosperity but also comes at a cost, especially regarding environmental impact, inequality, and community well-being. Balancing growth’s promise with its societal price is critical to sustainable progress.
  • Navigating Through a New Lens: Business leaders need a ‘blank sheet’ mindset—disregarding traditional structures to imagine new, innovative solutions, particularly with advancements in technology such as AI.
  • Metrics that Matter: Leaders should rethink which metrics they value, as these choices shape corporate priorities. Beyond financial metrics, considerations around social and environmental factors should be integrated to guide long-term strategic growth.
  • Adapting to Accelerated Change: With technological, societal, and regulatory shifts occurring rapidly, executives must take an agile approach to steer their companies towards sustainable growth, even if it means moving away from entrenched business models.
  • The Role of Executive Commitment: CEOs may feel pressured to prioritize immediate returns, but accelerating disruption necessitates that they invest in transformation, often within shorter timelines than traditionally expected.
  • Strategic Capital Allocation: Companies should reinvest efficiency gains into new, innovative ventures. Testing and scaling these ideas can create new revenue streams and mitigate the risks of future disruption.

Rethinking Growth: The Shift from Tangibles to Ideas

In the past, businesses grew by maximizing tangible assets: more factories, expanded facilities, or increased production. However, economist Daniel Susskind emphasizes a new paradigm: growth now depends on the “intangible world of ideas.” As a scaling consultant, I recognize that successful growth strategies prioritize innovation—developing new ways to use existing resources more effectively. This shift is essential for businesses looking to scale sustainably while adapting to rapid technological and societal changes.

Navigating the Growth Dilemma Responsibly

While growth remains a powerful driver of economic and organizational success, it’s not without trade-offs. Scaling can bring benefits like higher living standards and increased profitability, yet it also requires balancing environmental, social, and operational costs. Scaling strategies today must consider these contingency factors, focusing on sustainable growth that aligns with both the company’s objectives and broader societal needs. Through business consulting and executive coaching, I’ve helped leaders identify and mitigate these trade-offs, guiding companies to scale responsibly.

Blank-Sheet Thinking: Reinventing for Resilience

Many companies are challenged by the need to innovate while maintaining daily operations. Susskind’s approach—Blank-sheet Thinking—encourages leaders to reimagine their business models, free from inherited practices. For businesses scaling in complex environments, this exercise can uncover new opportunities for efficiency and growth. In my executive coaching sessions, I empower leaders to envision fresh solutions, fostering a culture of adaptability that’s crucial for sustainable scaling.

The Metrics That Matter

Traditional metrics like revenue growth or GDP often fail to capture the full scope of a company’s health and resilience. Forward-thinking companies are expanding their focus to include social, environmental, and cultural measures, all of which influence sustainable scaling. As a business consultant, I’ve helped organizations establish metrics that not only reflect performance but also drive meaningful impact. Companies can create a balanced scaling strategy that promotes longevity and relevance in their industries by broadening their performance indicators.

Allocating Resources for Innovative Growth

Scaling in today’s market demands more than operational efficiency; it requires intentional reinvestment into growth-driving initiatives. This approach—Strategic Capital Allocation—allows companies to fund innovative ideas that align with their long-term vision. I often advise clients to establish a framework for evaluating and nurturing these projects, ensuring they align with customer needs and long-term goals. Such initiatives are foundational to a scaling strategy that positions companies for resilience and adaptability.

The Role of Executive Commitment

Effective scaling relies on more than a solid strategy—it needs committed leadership. Executives today face unprecedented pressure to adapt, with disruptions occurring faster than ever. Yet for sustainable growth, leaders must embrace and champion these changes, understanding that they can no longer defer transformative strategies to future successors. I’ve worked with leaders to deepen their commitment to scaling strategies, guiding them in taking proactive steps for the long-term health of their companies.

Summary

In a world where growth is increasingly driven by ideas, companies must embrace adaptive, forward-looking scaling strategies to stay competitive. The ability to scale in today’s climate relies not only on traditional assets but on a company’s commitment to innovation and resilience. For business leaders, the message is clear: Developing a sustainable growth plan involves rethinking metrics, navigating trade-offs, and fostering a culture of adaptability.

How can you/your organization unlock new potential for growth—one that’s not only profitable but also aligned with the complex realities of today’s market? By investing in these forward-thinking approaches and being ready to navigate both the challenges and opportunities of tomorrow’s economy!

Sam Palazzolo, Managing Director @ Tip of the Spear

The Power of Ideas

Why Startups Don’t Scale Your Coaching & Consulting Business

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The Point: When I “threw out my entrepreneur shingle” and started my coaching and consulting business, I was in love with startups. I loved their energy, ambition, and disruptive ideas – they were like a very strong magnet attracting me to them! I wanted to help these driven entrepreneurs take their vision and make it scalable. But I realized something: Startups don’t scale your coaching and consulting business.

Despite their potential, working with startups often feels like being caught in the aftermath of a bomb explosion, where the mushroom cloud symbolizes their scattered focus and chaotic priorities. They are multi-focused, indecisive, and tend to view business consulting and executive coaching as a “luxury”—even when they desperately need the guidance. In this article, I’ll share my journey of moving away from startups to focus on SMBs with proven readiness, explain why startups can be a tough fit for seasoned consultants, and provide insights for coaches and consultants on identifying their ideal target markets… Enjoy!

KEY TAKEAWAYS

  • Startups Exude Potential but Lack Readiness: Startups often have captivating visions, but their multi-focused nature and limited operational clarity make them challenging partners for consulting or coaching.
  • Decision Paralysis Hampers Progress: Many startup entrepreneurs struggle with making critical decisions due to inexperience and competing priorities, stalling potential engagement effectiveness.
  • Coaching and Consulting Viewed as Luxuries: Startups frequently see external expertise as a “nice-to-have,” rather than a strategic necessity, which undermines the consultant-client relationship.
  • SMBs Are Better Positioned for Coaching and Consulting:
    • Proven Readiness: SMBs typically have established operations, clearer goals, and the resources to implement strategic advice effectively.
    • Decisive Leadership: Experienced leaders in SMBs are more capable of acting swiftly and decisively, driving momentum in engagements.
    • Strategic Investment Mindset: SMBs view consulting and coaching as a worthwhile investment, ensuring mutual commitment to impactful outcomes.
    • Identifying Your Ideal Target Market:
      • Define your value proposition and align it with clients who can fully benefit from your expertise.
      • Use a qualification framework to assess prospects’ readiness for engagement.
      • Focus outreach on established SMBs with proven growth potential, leveraging tools like Deloitte’s Tech Fast 500 or INC 5000.
    • Optimize Time and Impact: Consultants and coaches should focus on clients who value and are prepared to act on their expertise, avoiding the risk-heavy nature of startup engagements.

The Startup Trap: Why Entrepreneurs Struggle to Commit

1. The Lure of Potential

Startups exude potential. The founder’s pitch is captivating, and their vision often feels revolutionary. For many business consultants, this is an irresistible draw. You see where they’re headed and believe your expertise could bridge the gap between their ambition and reality.

But here’s the catch: startups rarely have the operational clarity to act on your advice. Their focus is split between product development, fundraising, and trying to capture market share. This lack of prioritization trickles into their decision-making process, often stalling engagements before they even begin. They may love the idea of coaching or consulting but can’t commit to the investment—financially or strategically.

2. Decision Paralysis

One of the greatest frustrations I’ve encountered working with startup entrepreneurs is decision paralysis. Many are first-time leaders, and their lack of experience shows in their hesitancy to pull the trigger on crucial decisions. They’re juggling a million competing priorities, often with limited resources, and fear of making the wrong choice freezes them in place.

This indecision doesn’t just hinder their growth; it also prevents them from fully leveraging the value of consulting and executive coaching. As consultants, we thrive on actionable insights and strategic execution. Without a decisive partner on the other side, our efforts stall—and so does the impact we can deliver.

3. Viewing Consulting as a Luxury

Perhaps the most glaring challenge is that many startup founders view coaching and business consulting as a “nice-to-have” rather than a necessity. They focus on survival and immediate wins, such as landing their next investor or launching a product. While these are valid priorities, they often fail to see how strategic guidance could accelerate their progress or prevent costly missteps.

For seasoned consultants, this mindset is a non-starter. When a client doesn’t value the expertise you bring to the table, the relationship becomes transactional and short-lived, undermining the potential for long-term impact.

Why SMBs Are a Better Fit for Business Consulting*

1. Proven Readiness

SMBs with established operations and revenue streams are better positioned to benefit from coaching and business consulting. These organizations understand the value of strategic insights and have the resources to implement them effectively. Unlike startups, they are not just surviving—they are actively seeking ways to scale.

For consultants, this alignment is crucial. SMB leaders come to the table with clarity around their goals and are ready to invest in achieving measurable results. This readiness makes engagements more productive and rewarding for both parties.

2. Decisive Leadership

Unlike first-time startup founders, SMB leaders often have years of experience making tough decisions. They understand the stakes and are willing to act swiftly on advice. This decisiveness creates momentum and allows consultants to deliver impactful results within a shorter timeframe.

As a coach or consultant, working with leaders who value your input and act on it creates a partnership dynamic that fuels mutual success. It’s a stark contrast to the stop-and-start nature of many startup engagements.

3. Strategic Investment Mindset

SMBs see coaching and business consulting as investments, not luxuries. They have budgets allocated for growth and view external expertise as a means to accelerate their trajectory. This mindset fosters long-term relationships where consultants can deliver significant value over time.

By focusing on SMBs, consultants can avoid the constant negotiation and justification of their worth that often comes with startups. Instead, they can concentrate on driving results and building sustainable partnerships.

*NOTE: I love working with the Fortune 500, but so do my former Deloitte colleagues (as do those at McKinsey, Bain, etc.) It’s awfully “red ocean” in the Fortune 500! So why not concentrate on a little more “blue ocean” strategy, provide the same Deloitte experience, and do so at 1/3 the price?

How to Identify Your Ideal Target Market

1. Clarify Your Value Proposition

Define what you bring to the table and who benefits most from it. For example, if your expertise lies in scaling businesses from $10 million to $100 million, startups aren’t your ideal clients. Instead, target SMBs with the scale and ambition to match your skill set.

2. Develop a Qualification Framework

Before engaging with a prospect, ask qualifying questions to assess their readiness:

  • What’s your annual revenue, and how do you allocate your budget for external expertise?
  • What are your top three strategic priorities for the next year?
  • What challenges are you facing, and what’s the cost of not solving them?

These questions can help you filter out prospects who are not ready to commit to a productive engagement.

3. Focus Your Outreach

Use tools like Deloitte’s Tech Fast 500 or the INC 5000 lists to identify SMBs with proven growth and the resources to invest in scaling. Tailor your messaging to highlight how your expertise aligns with their specific challenges and opportunities.

Summary

Startups may seem like exciting prospects, but for seasoned business consultants and executive coaches, they often represent more risk than reward. Their multi-focused nature, decision paralysis, and tendency to view coaching and consulting as a luxury make them a challenging fit for impactful engagements.

By focusing on SMBs with proven readiness, decisive leadership, and a strategic investment mindset, consultants can build more productive partnerships and deliver greater value. It’s not just about avoiding frustration—it’s about aligning your expertise with clients who are ready and willing to scale.

If you’re a coach or consultant looking to identify your ideal target market, take a hard look at where your efforts are most valued. Remember, your time is your inventory. Invest it where it makes the greatest impact—on clients who are ready to grow with you.

Sam Palazzolo, Managing Director @ Tip of the Spear Ventures

How Smart Businesses Scale and Thrive in Tough Economic Times

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The Point: In the face of tough economic times, businesses often find themselves grappling with uncertainty and challenges. However, some companies not only survive but thrive amidst adversity. These smart businesses understand that scaling is not just a luxury but a necessity for long-term success. Scaling allows organizations to adapt, innovate, and seize opportunities even during economic downturns. This article explores how smart businesses navigate tough economic times through strategic scaling strategies…Enjoy!

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Scaling in Tough Economic Times

During challenging economic periods, scaling becomes even more critical for businesses. Scaling enables organizations to leverage their resources effectively, optimize operations, and remain competitive. While scaling can involve expanding into new markets or launching new products, it can also mean streamlining processes, improving efficiency, and reducing costs. By scaling intelligently, companies can position themselves for growth and emerge stronger from economic downturns.

Strategic Planning and Flexibility

Smart businesses understand the value of strategic planning when scaling during tough economic times. They assess their current position, identify growth opportunities, and develop a clear roadmap for expansion. However, these businesses also recognize the need for flexibility in their plans. They understand that economic conditions can change rapidly, and adaptability is crucial to success. By combining strategic planning with agility, businesses can adjust their scaling strategies to align with evolving market dynamics.

Innovation and Diversification

In tough economic times, innovation and diversification play a pivotal role in scaling smart businesses. These organizations actively seek opportunities to innovate their products, services, and business models. They invest in research and development to create solutions that meet changing customer needs and preferences. By continuously innovating, businesses can stay ahead of the competition and open up new avenues for growth.

Moreover, smart businesses understand the importance of diversification to mitigate risks. They expand their offerings to cater to a broader customer base or explore new markets. This diversification spreads risk and reduces dependency on a single revenue stream. By diversifying their operations, companies can insulate themselves from economic downturns and create additional growth opportunities.

Efficient Resource Allocation and Optimization

Smart businesses are relentless in their pursuit of operational efficiency during economic crisis. They carefully analyze their resource allocation and identify areas where they can optimize processes, reduce waste, and enhance productivity. This focus on efficiency allows them to achieve more with limited resources and maximize their return on investment.

Efficient resource allocation also involves leveraging technology and automation. Smart businesses invest in cutting-edge tools and systems to streamline operations, improve accuracy, and reduce costs. By embracing technology, companies can enhance their scalability, improve customer experiences, and maintain a competitive edge, even in challenging economic environments.

Building Resilient Teams and Strong Relationships

Scaling during tough economic times requires resilient teams that can weather uncertainties and adapt to change. Smart businesses invest in developing their workforce, nurturing a culture of resilience, and fostering continuous learning. They empower their employees to embrace innovation, take calculated risks, and contribute their ideas to drive growth.

Furthermore, smart businesses prioritize building strong relationships with their customers, suppliers, and other stakeholders. During tough economic times, these relationships become even more critical. By cultivating trust, providing exceptional customer experiences, and fostering collaborative partnerships, businesses can navigate challenges more effectively. Strong relationships foster loyalty, help businesses withstand economic headwinds, and create a foundation for long-term success.

SUMMARY

As economic uncertainties persist, businesses that embrace scaling as a core strategy gain a competitive advantage. They understand that scaling is not a one-time event but an ongoing process that requires continuous evaluation, adaptation, and innovation. By scaling intelligently, these businesses can withstand economic downturns and capitalize on emerging opportunities. In the face of uncertainty, the key lies in staying proactive, agile, and open to change. Businesses that prioritize scaling during tough economic times will not only survive but thrive, emerging stronger and more competitive. It is through the strategic pursuit of growth that these smart businesses can secure their future and create lasting value in an ever-changing business landscape.

Sam Palazzolo, Managing Director

The Leadership Challenge: BOLD versus SAFE – 4 Tips!

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The Point: Every year-end it’s the same old same old… A bevy of the year’s “Top” lists (Top 10 Goals of Successful Leaders), a slew of New Year’s Resolutions (ones that you’ll never keep, or keep for the first 4-weeks of the new year), and a bunch of “Year in Review” stories about what went right/wrong in the year that just was. Well that all ends right here and right now! In this post we’ll explore how you can truly set BOLD versus SAFE intentions and achievement expectations for the New Year… Ones that a year from now you’ll be glad that you did. Enjoy!

NOTE: If you want an Accountability Partner (someone that will keep you on-time/on-target towards actually achieving your New Year Intentions and Expectations, see the end of this post for a special offer!

The Leadership Challenge: BOLD versus SAFE – 4 Tips!

Resolutions are Painful | Goals go Unmet

As the year approaches conclusion, I would ask you if you were an executive coaching client of mine to rate the year that just was. Here, do it right now:

Q1A: On a scale from 1-10 (with 10 being best-in-class come write an article on me and we’ll get published in HBR – Harvard Business Review), how would you rate the year that just was?

Q1B: What would have needed to occur for you to have rated it a 10?

Here’s what I know (and you should too if you want BOLD versus SAFE)… New Year Resolutions are often painful when you set them (you are admitting defeat in as much you haven’t been able to accomplish them prior to setting them… perhaps setting them again each year, right?) Resolutions are also painful when you don’t accomplish them, or as I just mentioned have to revisit them again the following year. I also know that Goals sometimes go unmet, both professionally as well as personally. You can rationalize the professional goals that aren’t accomplished by saying that the economy was against you (“This would be a great business if it wasn’t for the customers” one client told me!) You might even be able to blame it on your team (Leaders lead though, so that’s not a good excuse!)

Be BOLD… SAFE Won’t Work (i.e., BOLD versus SAFE)!

In researching why this whole nonsense of resolutions being painful and goals going unmet occurs, I stumbled upon a formula that should be considered when setting just such future desires. First and foremost, we should attempt to set Intentions and Achievement Expectations, and here’s why: It might seem like a semantic moment regarding what you call something, but the reality is that it can and will make all the difference in the world. Your mindset will shift towards a different paradigm, especially when you write them down (More on this in a minute).

There also is an achievement moment that comes when you classify these Intentions and Achievement Expectations across four (4) variables, which are:

– Scale

– Risk

– Innovativeness

– Difficulty

You can elect to play things SAFE (Small, Achievable, Following, and Easy) or you can play things BOLD (Big, Outperforming, Leading-Edge, and Difficult). Guess which one the leader who leads chooses? By the way, the BOLD acronym is also the 4 Tips! for this post.

SPECIAL OFFER! If you’d like to see 25 of my “100 BOLD Intentions and Achievement Expectations for 2017!” send me an email to info AT javelininstitute.org… These will not only be BOLD, but will blow SAFE ones out of the water for what I know is going to be my best year ever! You’re not going to have a “best ever” 2017… Why not?!?

SUMMARY

In this post we’ve examined the leadership challenge of BOLD versus SAFE along with 4 tips to help you succeed. If you are serious about your success, then send me an email through the SPECIAL OFFER! above to see how I’ve structured my very own 100 BOLD Intentions and Achievement Expectations for 2017. Here’s to your success!

 

Sam Palazzolo

www.BloodSweatSpears.com