Integrated Computer Solutions. Inc. (ICS)

The High Performing CEO: Harnessing Creativity As a CEO, I'm no stranger to the pressures of needing to be constantly creative and innovative. When you've had successes in the past, there's an anxiety that comes with wondering if you'll be able to keep that up, to match or exceed what you've done before. Society (and mostly we, ourselves) put an enormous burden on leaders and innovators, considering them to be the sole source of their own creativity and "genius." I've certainly felt that weight myself at times. But as I've grown and evolved as a leader, I've realized that a big part of my job is actually to support the creativity and genius of others. Rather than trying to do it all myself, I've learned to be a coach and mentor, empowering my team to do their most innovative work. This shift in mindset has been freeing. The Greeks used to view creativity as coming from an external divine source that collaborated with the writer, artist, or thinker. They had a bit of healthy distance between their own egos and the outcome of their work. I may not literally believe in fairies or geniuses invisibly assisting me but releasing my iron grip on needing to be the lone source of "genius" has made me a better leader. All that said, I do still experience occasional breakthroughs and moments of inspiration myself. Rarely do they come when I'm actively grinding away at a problem though. More often, they arise when I manage to get some distance, to step back and gain perspective. That's why I've made it a priority to take hour-long "clarity breaks" once a week to disconnect and ponder big picture strategy. I also use travel as an opportunity to do deep thinking (while someone else does the driving or flying). In business, our job is to simply to show up and do the work, and eventually inspiration tends to meet you there. If my team and I put in the hours, follow the process, turn over every stone, the breakthroughs do come, sooner or later. The "divine spark" of creativity seems to favor the persistent, those with the stubbornness to keep showing up. But even when that external genius appears to be on vacation, the work still matters. The unglamorous, daily effort is still worthwhile. We can't always control the quality of the inspiration that comes to us. But we can control showing up to do our part, to the best of our abilities, every day. How are you harnessing your creative genius and helping your team harness theirs?

The High Performing CEO: The Happiness Advantage Over the years, I've seen firsthand the incredible power of a positive mindset in the workplace. Our company culture is built on core values like Selfless Service - and I've watched as one act of kindness sparks another, spreading throughout our entire organization in a beautiful ripple effect. Shawn Achor's TED talk "The Happy Secret to Better Work" really resonated with me. He challenges the conventional belief that we should work hard to achieve success, and happiness will follow. Instead, Achor argues, the research shows that happiness actually fuels success and performance. When we're in a positive brain state, our creativity, energy, and productivity levels soar. In fact, Achor's research indicates that our brains are 31% more productive when we're feeling positive! Not only that, positivity also makes us more resilient in the face of challenges and better able to adapt to change. As a leader, I believe it's absolutely critical to prioritize happiness and positivity at work - not just because it feels good, but because the science shows it significantly impacts the bottom line. Achor offers practical strategies, like expressing gratitude, journaling about positive experiences, exercise, meditation, and conscious acts of kindness, which train our brains to be more optimistic - and I'm committed to weaving these into the fabric of our company culture. I've seen the happiness advantage play out within ICS. When times get tough, it's up to me as the CEO to maintain a positive attitude, no matter what. I come up short more often than I like – but I try to keep improving. I’ve come to understand that my mindset sets the tone for the whole team. Positivity is contagious - and so is negativity. I choose to actively spread the former because I've experienced how powerfully it impacts my team's ability to innovate, collaborate, and achieve the exceptional. This doesn’t mean I don’t have direct, uncomfortable conversations when I have to. That’s also a key element of being a good leader. But difficult conversations don’t have to be hostile. The people we work with every day are human beings with needs, wants, desires, dreams, challenges, and obstacles. Accountability with kindness matters more than you may know. To all my leader friends - I urge you to harness the happiness advantage in your own organizations. Make positivity a real priority. Lead by example and create space for your teams to practice gratitude and optimism. Uplift and encourage each other. Fuel your company's success not only through hard work - but by tapping into the power of happiness. The returns you'll see - in creativity, productivity, resilience, and results - will speak for themselves. Happiness is not a nice-to-have. It's a strategic necessity. How are you leveraging the Happiness Advantage in your business?

The High-Performing CEO: Avoiding the Panic Monster As a CEO, I've often struggled with procrastination, feeling like I perform best under pressure and deadlines. However, I've come to realize that this approach can hinder my ability to lead my organization effectively. In his TED Talk, "Inside the Mind of a Master Procrastinator," Tim Urban offers valuable insights into the psychology of procrastination and its long-term consequences. Urban explains that procrastinators have an "Instant Gratification Monkey" in their brains, urging them to prioritize easy and fun tasks over important, but less pleasant ones. While this may work for short-term deadlines, thanks to the "Panic Monster," it fails in situations without clear deadlines, such as building relationships, maintaining health, or pursuing long-term goals. I've discovered that relying solely on deadlines can lead to disengagement, lower performance, and diminished quality. To overcome this, I've implemented a strategy of using block time to break down tasks over time. By dedicating specific time blocks to important tasks and projects, I can make steady progress without the stress of looming deadlines. This approach has yielded significant benefits for both myself and my organization. I find that I'm more engaged with my team, as I'm not constantly putting off important conversations or decisions. My performance has improved, as I'm able to give each task the attention it deserves, rather than rushing to complete everything at the last minute. Finally, the quality of my work has increased, as I have the time to thoughtfully consider each aspect of a project. Urban's "Life Calendar" serves as a powerful reminder that our time is limited, and we must be intentional about how we use it. As CEOs, we have a responsibility to lead by example and show our teams the importance of managing time effectively. By overcoming procrastination and prioritizing what truly matters, we can create a culture of productivity, engagement, and excellence. While procrastination may feel like a natural part of our working style, it can have serious long-term consequences. By implementing strategies like block time and focusing on steady progress, we can overcome the "Instant Gratification Monkey" and lead our organizations to success. As Tim Urban reminds us, there's no better time to start than today. How are you avoiding the Panic Monster?

The High-Performing CEO: Embracing Vulnerability As a CEO, I've often grappled with the notion of vulnerability. Society often portrays it as a weakness, especially in leadership. We're expected to project unwavering strength, control, and perfection. However, through my experiences and the research of Brené Brown, I've come to understand that vulnerability is a fundamental aspect of authentic leadership. Embracing vulnerability requires courage—the courage to be imperfect, show compassion, and be genuine in our interactions. When we, as leaders, allow ourselves to be vulnerable, we create a culture of trust and openness within our organizations. Our team members feel empowered to share their struggles, ideas, and concerns, fostering collaboration and innovation. In times of uncertainty or failure, it's easy to succumb to blame and the desire for certainty. However, true leadership involves navigating uncertainty with grace and taking ownership of our actions, even in the face of adversity. By doing so, we cultivate trust and resilience within our organizations, creating a culture that can withstand and grow from challenges. Another common pitfall for CEOs is the pursuit of perfectionism. We often hold ourselves and our employees to unrealistically high standards, believing that anything short of perfection is unacceptable. As leaders, it's crucial that we acknowledge our own imperfections and the inherent struggles that our employees face. By nurturing a more compassionate and supportive work environment, we empower our teams to take risks, learn from failures, and ultimately achieve greater success. At the heart of authentic leadership lies the belief in our own self-worth. When we operate from a place of "I am enough," we lead with greater empathy, groundedness, and authenticity. We're able to forge stronger connections with our teams, inspire trust and loyalty, and make decisions that align with our values and the best interests of our organizations. Throughout my journey as a CEO, I've witnessed the transformative power of vulnerability firsthand. By embracing vulnerability and modeling this behavior for my team, I've seen a remarkable improvement in our company culture, employee engagement, and overall performance. Embracing vulnerability as a leader may feel uncomfortable at first, but it is a vital component of authentic leadership. By having the courage to be imperfect, compassionate, and authentic, we can build stronger, more resilient organizations that thrive in the face of challenges. As CEOs, it's our responsibility to model this behavior and create a culture that recognizes vulnerability as a strength. In doing so, we unlock the full potential of our teams and ourselves, leading with greater purpose, empathy, and impact. How are you embracing vulnerability in your company?

The High-Performing CEO: How Sleep Powers Peak Performance As a CEO, I've always prided myself on my ability to push through long hours and deliver results, no matter the cost. After 25 years of 50-60 hour work weeks, I've come to realize that my most valuable asset isn't my willingness to burn the midnight oil—it's the quality of my sleep. In the past, I'd often sacrifice sleep for the sake of productivity, but I've since learned that this approach is counterproductive. After a poor night's sleep, my performance seems to be less than half of what it is when I get a full night's rest. The difference is staggering, and it has forced me to reevaluate my priorities. Sleep scientist Matt Walker's TED talk illuminated the critical role sleep plays in our cognitive performance, emotional stability, and overall health. For CEOs like myself, these factors directly impact our ability to lead and make crucial decisions. When we're sleep-deprived, our ability to learn, retain information, and solve problems can decrease by up to 40%. This means that if we're not getting enough sleep, we're essentially operating at less than 60% of our cognitive capacity. In a world where every decision can have far-reaching consequences, this is a handicap we simply can't afford. Moreover, lack of sleep can lead to emotional instability and impaired judgment. As CEOs, we often face high-pressure situations that require a steady hand and clear thinking. If we're not well-rested, we risk making emotionally-driven decisions that may not be in the best interest of our companies. Beyond the immediate effects on our performance, sleep deprivation also poses significant health risks. A weakened immune system, increased risk of various cancers, and cardiovascular disease are just a few of the potential consequences. As leaders, we have a responsibility to maintain our health, not only for ourselves but also for the sake of our organizations. As CEOs, we have the power to lead by example and create a culture that values rest and well-being. By prioritizing sleep and encouraging our teams to do the same, we can foster a more productive, healthy, and engaged workforce. To optimize sleep, I've focused on maintaining a consistent sleep schedule, keeping my bedroom cool and comfortable, and creating a strong association between my bed and sleep. I've also learned to listen to my body and not push myself beyond my limits. Sleep is not a luxury—it's a necessity. As CEOs, we must recognize the critical role sleep plays in our performance, health, and overall success. By prioritizing sleep and leading by example, we can unlock our full potential and drive our organizations to new heights. After all, a well-rested CEO is a high-performing CEO. Are you thoughtfully managing your sleep and rest?