Leadership 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.

The Real Cost of a Bad Client

When you’re running a consulting business, there’s always pressure to say yes. Yes to the deal. Yes to the timeline. Yes to the client—even when your gut says no.

But here’s what I’ve learned. Bad clients cost you…

1. Your best people
Great consultants don’t stick around to be micromanaged, blamed, or jerked around by unrealistic demands. If you put them in a toxic engagement, they’ll quietly leave—for another team or another company.

2. Your culture
Culture isn’t built by posters or happy hours. It’s built by how you handle stress, setbacks, and relationships. A single client who bullies, ghosts, or disrespects your team can undo months of internal goodwill.

3. Your momentum
Bad clients drain energy. They consume twice the hours, spark daily fires, and burn out your leadership team. While you’re managing drama, better opportunities pass you by.

4. Your margin
There’s always scope creep. Always surprises. And always delays—usually caused by the client, not your team. And yet, you end up eating the cost.

5. Your brand
If your team is stuck in damage control, they’re not delivering their best work. And that’s what the client remembers. Suddenly, you look like the problem.

So how do you avoid this?
At Intertech, we’ve learned to listen to the red flags early:

Vague scope but urgent deadlines
Disrespectful behavior in the sales process
Unclear ownership or no internal champion
Unrealistic expectations combined with no flexibility

When we see these, we pause. We ask better questions. And sometimes, we politely pass.

Bottom line?
Not all revenue is good revenue. And, the wrong client doesn’t just cost you profit—it costs you people, progress, and peace of mind. Say no early. Your team will thank you later.

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.

What I’ve Learned from Working with Hundreds of CIOs

Over the years, I’ve had the chance to work with hundreds of CIOs—from Fortune 500s to fast-growing mid-market companies. Different industries. Different styles. But if there’s one thing I’ve learned, it’s this:

CIOs don’t want more tech. They want better outcomes.

They’re not looking to chase trends—they’re trying to solve real business problems. Quickly. Clearly. Without drama.

Here are a few lessons I’ve learned working alongside them:

1. Simplicity beats cleverness
CIOs don’t need consultants to show off. They need partners who simplify, prioritize, and deliver. If you can explain the solution in plain English and connect it to a business objective, you’ll go far.

2. Speed matters—but predictability matters more
Yes, CIOs want fast results. But they’ll take a steady, low-risk rollout over a “hero” team that burns out mid-project. On-time and drama-free often wins the renewal.

3. Trust builds over time—and disappears fast
One missed deadline or dropped ball, and you’re back to square one. But if you consistently deliver (even small wins), you become part of their inner circle. That’s where real partnership lives.

4. Every CIO has a top 3 list
It might not be printed on their whiteboard, but they’re always carrying three priorities—revenue, risk, or roadmap related. If your solution doesn’t map to one of those three? It’s noise.

5. They’re under more pressure than you think
CIOs today are expected to be technologists, strategists, diplomats, and firefighters—all at once. The best thing we can do is make their life easier, not harder.

Bottom line?
CIOs don’t care how brilliant your code is or how advanced your architecture looks. They care about outcomes. Alignment. And trust.

You win with CIOs by listening well, thinking clearly, and delivering consistently.

That’s been true for over 30 years. It’s still true now.

Why I Don’t Micromanage (And What I Watch Instead)

I used to think that being a good leader meant staying involved in every detail. Check-ins, reviews, updates, approvals—I was everywhere.

Eventually, I realized something:
Micromanagement doesn’t scale. Leadership does.

So I stopped hovering. I stopped inserting myself into every decision. And I started watching the right things instead.

Here’s what I’ve learned:

1. Results > activity
I don’t care how many hours someone worked. I care about whether they delivered what they said they would.
Micromanagers obsess over inputs. Leaders track outcomes.

2. Trends > snapshots
Anyone can have a bad week. But over time, patterns emerge—positive or not.
I look at trendlines in client satisfaction, quality of deliverables, and internal collaboration. One-off issues don’t rattle me. Repeated ones get attention.

3. Questions > instructions
Instead of giving answers, I ask questions:

“Are you the right person for this goal or task?”
“What will you do?”
“What are your challenges?”
This builds ownership, not dependency. People grow faster when they think, not just follow.

4. Accountability > control
Micromanagement feels like control. Leadership builds accountability.
We use daily huddles and short check-ins to stay aligned. People say what they’re doing—and then they do it. That rhythm replaces the need to chase people down.

5. Culture > compliance
If you need to micromanage, it’s often a hiring or culture issue.
The right people, in the right system, don’t need constant supervision. They thrive with trust and clarity.

I don’t micromanage because I don’t have to.
Our team runs on trust, visibility, and accountability—not control.
That’s more sustainable, more scalable, and—frankly—more enjoyable for everyone involved.