Care as leadership
#002
It was a short week, but it carried weight.
Between personal appointments and a compressed schedule, I was reminded how much we ask our minds to hold in a small window of time. Meetings. Conversations. Decisions. Signals. The volume is not the hard part. Staying present while moving from one thing to the next is.
Getting clarity about things you cannot simply out-train or out-work has a way of slowing you down. Still, you show up. You say hello. You notice people. You offer a small compliment that might be the only kind thing they hear that day.
I am reminded that we all bring the weather with us. The tone. The energy. The care we choose to lead with. When the focus is not on myself, the noise quiets. I feel steadier. And I can help create an environment where people feel seen and supported.
Writing these reflections helps me slow down just enough to understand what I am noticing and why it matters. It is how I turn noise into signal.
This week, four ideas kept surfacing.
01. The appropriate amount of pressure
I have been thinking a lot about pressure and what the right amount looks like. I found myself drawn to examples of intense pressure this week, including scenes from The Bear. I did not agree with every approach, but the core question stayed with me. What is the appropriate amount of pressure required to help someone grow?
Pressure does not need to be a pressure cooker. It should not break people down or leave them burned out. But removing pressure entirely does not create growth either. The balance lives somewhere in the middle.
So I keep asking myself what my version of that balance looks like. How do I apply pressure in a way that aligns with someone’s goals, stretches them without crushing them, and still allows me to be proud of how I showed up?
Pressure, when used intentionally, can create clarity and spark development. The responsibility is knowing when and how to apply it, and making sure I do not lose myself in the process.
02. Accountability and leadership are inseparable
Accountability is deeply personal to me. It is a core value and sits at the center of how I think about leadership. I take pride in my work, and because of that investment, I hold myself to a high bar.
This week, the theme came into focus through my son. He is a strong swimmer and was named captain of his team, but for a long time he resisted stepping fully into the role. Bringing people together. Setting the tone. Owning the responsibility that comes with the title. Like most teenagers, he had reasons. To me, they felt like excuses.
Then came a race he did not win. He was worn down, but the moment that mattered was what came after. He immediately went to support his teammates. He owned his performance. He stayed engaged for the rest of the meet in a way I had not seen before. That was the shift. Leadership emerging not because he was told to lead, but because he felt it.
I have seen similar moments in professional environments as well. People who have been circling leadership, unsure if they are ready, suddenly step forward once they take true ownership of a responsibility. When someone truly owns the work, leadership often follows.
That is why I believe accountability and leadership are not separate traits. They are the same muscle.
03. Hiring: the “I need to pick my game up” test
Early in my career, I worked for someone who shared a hiring philosophy that stayed with me. Hire people who make you want to raise your game.
Not out of competition, but inspiration.
Throughout my journey, I have been fortunate to work with people who are exceptional at their craft across different industries and chapters of life. They came with different personalities, working styles, and strengths. Some were quiet leaders. Others were bold visionaries. Others were obsessive in the best possible way.
What they shared was not ego. It was intent, accountability, and care for the work.
Those experiences shaped how I evaluate talent today. I look for people who sharpen my thinking, challenge my assumptions, raise the bar, and remind me what is possible when craft and character meet.
And yes, there is a structured process behind how I hire, grounded in defined competencies and principles. Inspiration is not the only input.
04. What I mean when I say “beautiful design”
There is a question I have come to appreciate. What is good design? What is beautiful design?
It is intentionally open-ended. People often search for the right answer instead of offering a point of view.
For me, beautiful design begins with intent. Design with purpose. Design with clarity. Design that sits at the intersection of function, usefulness, and aesthetics. Not decoration, but deliberate creation.
Beautiful design is where function, clarity, and aesthetics meet.
Then there is the extra layer. The moment when something makes you pause. A product interaction. A detail in a physical space. A line of writing. A moment of empathy. Sometimes it even makes you think, I wish I made that. Not out of envy, but admiration.
That feeling is what I look for in work, in people, and in leadership. It is the signal that judgment was applied. That someone showed up fully. That care was taken.
This is how I define it today. I am curious to see how it evolves as I continue learning and growing.
*Opinions are my own and do not represent NBC Universal.
Things that made me smile and think
Leadership ideas that stuck with me
Posts and moments that challenged how I think about leadership, boundaries, and growth.
LinkedIn Post
Mel Robbins shared a post about leadership as momentum-building, arguing that consistently calling out what people are doing well creates energy, changes behavior, and accelerates teams more effectively than constant correction.
Rachel Kobetz shared a post on how senior design leadership has expanded in scope, while operating models have lagged behind — reframing today’s challenge as one of decision-making, leverage, and systems, not craft or capability.
Filippos Protogeridis shared a reminder that strong leadership doesn’t require having all the answers, but instead showing curiosity, asking better questions, listening deeply, and being willing to say “I don’t know.”
Designs I couldn’t scroll past → A beautiful design
“Any time I get asked about what innovation I’m most excited about, my response is usually: the one we haven’t done yet.”
– Matthew Nurse, PHD @ Nike
This idea came to mind when I came across the Nike Mind shoe. What struck me was not just the technology, but the intent behind it. Instead of focusing only on the physical aspects of performance, the design considers the connection between the mind and the body. It treats the mind as the driver of performance rather than a secondary factor.
The use of sensory feedback to influence focus, awareness, and recovery expands the definition of what performance equipment can be. It shifts the conversation from pure mechanics to the mental and emotional readiness that shapes how athletes prepare, feel, and show up. That alignment between belief, science, and human experience is what beautiful design looks like to me.
When thoughtful craft and thoughtful thinking come together in service of the human story, the result becomes more than a technical achievement. It becomes something that resonates. That is why the Nike Mind shoe caught my attention. It reflects what is possible when intent and execution work in harmony.
Podcasts and videos
Good listens that gave me something to sit with.
Indiana Football’s Secret Sauce EXPOSED - Marcellus Wiley ‘Dat Dude TV
One idea from this episode stayed with me. Indiana’s goal was simple: compete at the highest level while the environment around them continued to shift. What impressed me was how they adapted without lowering their standards. They focused on experience, discipline, and execution, even as everything else changed.
My world is different, but the challenge feels familiar. I am focused on creating an environment where the work can connect strategy to meaningful experiences for the people who use it, and where the team can grow in a healthy way. As technology and economic pressure reshape how teams operate, the objective is not to do more or move faster. It is to protect craft, sharpen judgment, and design conditions where high standards and people development can scale together.
Celebrating People
Fernando Mendoza — holy smokes, this guy is impressive.
Fernando Mendoza caught my attention immediately. His presence in high-pressure moments stood out, but what impressed me even more was his composure and communication. He consistently talked about stepping up for the team and creating real connection. That mindset at such a young age is rare and inspiring.
I have been sharing some of his interviews and clips with my son because the way he carries himself offers powerful examples of focus, humility, and leadership under pressure. I will be following his journey closely.
Keep learning. Keep growing.
Have a nice weekend!
