Communication Archives

The Meetings I Don’t Skip—and the Ones I Do

Time is the one thing I can’t make more of, and like most business owners, I’m asked for it constantly.

Some requests get a quick yes. Others, a polite “no thanks.” Over the years, I’ve learned that being intentional with my calendar is one of the most important things I can do—for myself, for Intertech, and for our team.

So here it is, plain and simple:

✅ Meetings I Don’t Skip

1. Daily huddles
Our leadership daily huddle is short, structured, and essential. Everyone shares updates from the past day, group-worthy updates, and where they’re stuck. It’s not just about accountability—it’s about staying connected, even as a remote-first team. I’m there, every day.

2. Meetings with prospective clients (with our sales team)
If we have a chance to help a company solve a real problem, I want to hear about it firsthand. These conversations give me insight into the market, reinforce alignment, and help us build trust from the start.

3. Client check-ins
Our best work comes from strong relationships. I make time to stay connected with current clients—not just when there’s a problem, but when there’s momentum to build on. Listening goes a long way.

4. Company-wide meetings and events
Whether it’s our quarterly in-person meeting or our monthly online meetings, I show up. The same goes for social events.

❌ Meetings I Politely Decline

1. “Let’s partner!” with zero context
I’ve lost count of how many “partnering” emails I’ve received over the years that boil down to, “I want you to sell my thing or buy my stuff.” If there’s no shared customer or connection, no clear value exchange, and no understanding of Intertech’s business, it’s not a partnership—it’s a sales pitch in disguise.

2. Cold pitches with no relevance
If someone wants to sell me something but hasn’t done the homework to understand our company’s needs, goals, or business model—it’s a no. I respect sales. I don’t respect wasted time.

Bottom line?
I say yes to meetings that help us grow, deepen relationships, or strengthen culture. I say no to anything that pulls focus without a clear purpose. It’s not personal—it’s about priorities. And if you want to earn someone’s time? Start by respecting it.

How We’ve Kept Culture Strong in a Mostly Remote World

Remote work has its perks—no commute, fewer distractions, more flexibility. But one thing it doesn’t do well by default?

Culture.

You don’t bump into people in the kitchen or get real-time vibes from a meeting room over Zoom. Connection takes effort.

At Intertech, we’ve been mostly remote since COVID. But if you walked into one of our in-person events or joined a daily huddle, you’d never guess it. Why? Because we’ve been intentional about keeping culture alive—and even stronger.

Here’s how:

1. We meet daily. Briefly. On purpose.
Every weekday, we use daily huddles or Agile stand ups. It’s 10 minutes, no fluff. For leadership and management, everyone answers three questions:

What did you do yesterday?
What are you doing today?
Are you stuck?

It keeps communication flowing and accountability strong. Even when people haven’t seen each other in months, they know what’s happening—and who’s crushing it.

2. Monthly meetings with a quarterly twist
Every month, we hold a full-team meeting. It’s online—except for the first month of every quarter. That’s when we bring everyone together in person. These quarterly meetups give us the face time, shared energy, and sense of momentum that Teams just can’t replicate. Online is efficient. In-person is bonding.

3. We don’t take ourselves too seriously
We’ve done:

Escape rooms (yes, we made it out)
Online Battleship tournaments (intense, hilarious, and surprisingly strategic)
BBQ lunches at the office once a month
Dart and cornhole tournaments (because why not?)
And sometimes we cap it off with a happy hour or poker tournament—right in the office

These aren’t gimmicks. They’re connection points. And when people laugh together, they collaborate better too.

4. One day a month, we come in
We kindly request that everyone visit the office once a month. No mandatory agenda—just time to connect, share a meal, and be in the same room. It’s casual, but intentional. The goal isn’t control—it’s community.

What’s the result?
Our culture hasn’t just survived remote work—it’s evolved. It’s more focused, more human, and more connected than before. Not because we demand it, but because we design for it.

And that’s the real takeaway:
Culture doesn’t need an office. It needs ownership.

The Most Underrated Meeting on My Calendar

Most people dread meetings. I get it.
They’re often too long, poorly run, and end without anything getting done.

But there’s one meeting I’ve kept for over two decades—rain or shine, remote or in-person. It’s quick. It’s focused. And it’s the most underrated thing on my calendar:

Our daily huddle.

What it is (and isn’t):
It’s not a status meeting. It’s not a brainstorming session. And it definitely doesn’t involve PowerPoint.
Our huddle is 15 minutes, same time every day, built to keep everyone aligned, accountable, and connected.

Here’s how it works:
Each person quickly shares:

Big updates from last 24 hours
Stuck items where help is needed

That’s it. No tangents. No deep dives. If something needs more discussion, we take it offline. The goal is to keep things moving—and surface blockers fast.

Why it works:

It creates clarity. Everyone knows what’s happening and who’s doing what. No guessing.
It builds trust. When people show up and consistently do what they say, credibility grows.
It keeps teams connected. Especially in remote settings, that daily touchpoint is a glue.

What it’s replaced:
Longer, less frequent check-ins that often felt like overkill, or came too late.
With our huddle, we solve minor problems before they snowball or “slay monsters” while they are little. We stay nimble. And we never waste time wondering what’s going on.

Final thought:
Not every meeting is worth protecting. But this one is.
The daily huddle keeps our team focused, our projects on track, and our culture strong.

If you want more on how we run it (and how you can too), I break it down further on my website and in my book The 100: Building Blocks for Business Leadership.

The Seven Most Common Writing Mistakes You Should Avoid

Writing clearly and correctly is crucial, especially in business. Here are seven of the most common mistakes people make in the English language—and how to avoid them.

1. Subject-Verb Agreement Errors
This mistake happens when the subject and verb don’t agree in number (singular or plural). Example: “The team are working late.” The correct version should be, “The team is working late,” because “team” is singular.

2. Misplaced Modifiers
Modifiers are words that add detail, but when placed incorrectly, they can confuse the reader. For example, “She almost drove her kids to school every day” suggests she rarely drove them, when the intention was “She drove her kids to school almost every day.”

3. Incorrect Use of Apostrophes
Apostrophes are often misused in plurals and possessives. For instance, “The company’s values” (possessive) vs. “The companies merged” (plural). A common mistake is using apostrophes for plurals, like “apple’s” instead of “apples.”

4. Confusing Homophones
Words like “their,” “they’re,” and “there” trip many up. Even seasoned writers sometimes mix up “its” and “it’s.” “Its” is possessive, while “it’s” means “it is.” Be mindful of the differences to avoid these mix-ups.

5. Run-On Sentences
Run-on sentences occur when independent clauses aren’t properly connected. For example: “I love writing it’s fun and helps me think clearly.” Correct version: “I love writing. It’s fun and helps me think clearly.”

6. Overuse of Commas
While commas can clarify meaning, overusing them makes sentences confusing. For example: “The CEO, wants to address the issue, as soon as possible.” Instead, it should be: “The CEO wants to address the issue as soon as possible.”

7. Sentence Fragments
Fragments are incomplete sentences that leave out essential components, like the subject or verb. For example, “Because the project was delayed.” This is a fragment, and needs something like, “We missed the deadline because the project was delayed.”

Leading Through the Holidays: Balancing Productivity with Time Off

The holiday season brings both opportunities and challenges for managers trying to balance productivity with the need to give employees time off for family and personal commitments. Setting a tone of empathy and flexibility can be key to maintaining morale while still meeting end-of-year goals.

First, plan proactively by identifying critical projects and deadlines, then work with team members to map out who will be available and when. Encouraging early requests for time off helps avoid last-minute bottlenecks and ensures there’s enough coverage for essential tasks.

Consider setting realistic goals for what needs to be completed versus what can wait until the new year. This prioritization allows the team to focus on high-impact work, avoiding stress over less urgent tasks. Be transparent with the team on how workloads may shift, and discuss expectations openly to keep everyone aligned.

Flexibility is crucial during this season. If possible, offer remote or flexible hours so employees can attend holiday events or travel, making it easier for them to maintain work-life balance. Small adjustments in work hours or project timelines can make a big difference in employee satisfaction.

Finally, lead by example by respecting holiday boundaries yourself. Taking time off or setting limits on your availability shows the team that it’s okay to unplug. This approach fosters a healthy holiday culture that balances both work and the joys of the season, helping everyone return refreshed and ready for the year ahead.