A so-called ‘silver tsunami’ could drain decades of organizational knowledge. This five-step process can help leaders capture institutional knowledge before it walks out the door.
I call this the editing crisis. It is what happens before the conviction crisis. It is where teenagers learn to edit who they are to fit the algorithm, the college admissions process, or the dinner table conversation rewards. And then they graduate. And they join your company. And you wonder why no one pushes back in meetings.
Today’s high-performing organizations know how to separate discussion from action. They ensure that meetings aren’t just group chats, but catalysts for decisions and action—inflection points for moving work forward.
Perhaps boards do not need another committee. They simply need to ask whether the governance they apply to leadership appointments reflects the importance of the decisions they are making.
If a three-hundred-million-dollar investment warrants structured scrutiny before approval, should the appointment of the person responsible for generating its return warrant any less?
There are moments in life when we know something needs to change, but we may not be sure of what to do next. A quick internal check-in can help us notice what we already know. A four-step practice can help us widen our perspective when we feel stuck. One small next step can help us begin moving forward differently.
