Tricia Sciortino,

"Innovation is saying no to 1,000 things." - Steve Jobs What Steve Jobs Taught Me About Limits The Challenge: Overcomplicating Success In 1997, when Steve Jobs returned to Apple, the company was on the verge of collapse. They had more than 350 products and no clear direction. Confused teams. Scattered priorities. Declining market share. Sound familiar? Maybe your business isn’t collapsing, but maybe your calendar is. Your to-do list. Your mental space. You’re doing all the things, but nothing...

10 Things I Wish I Knew at 25 Tomorrow I turn 55. Wow. I'm not sure when that happened. 55 feels like a number that belongs to someone who has everything figured out. And I definitely don't. But it's a number that makes you stop and look back. At 25, I thought I knew what I was doing. I thought success meant working hard, proving yourself, saying yes to opportunities, and figuring things out along the way. And some of that was right. But there are a lot of things I know now that I wish I had...

What I Notice Now That I Didn't Five Years Ago Five years ago, I thought being a good CEO meant paying attention to almost everything. Today, I pay attention to very different things. Not because I care less. Because I've learned what actually matters. I notice the questions people aren't asking. I notice where decisions are getting stuck. I notice who is growing. I notice where we're spending energy that isn't producing anything meaningful. And I notice my own reactions a lot more. But...

Your 2027 Planning Should Start Now Most people wait until December to start thinking about the next year. I don't. In fact, my executive team and I are getting ready to spend several days together before the year is over, doing exactly that. Not reviewing what went wrong. Not rushing through a list of KPIs. Not filling in a spreadsheet because the calendar says it's time to plan. We're going to step away from the day-to-day and ask bigger questions: What do we actually want to build? What's...

The Person Behind The Performance We spend a lot of time as leaders talking about what people do. Did they hit the goal?Did they deliver?Did they solve the problem?Did they show up? Those things matter. I care deeply about my team. And I also hold them accountable to results. Because leadership isn't choosing between caring about the person and caring about the performance. You can do both. There's a whole person behind every performance. Someone with a life outside of work. Experiences that...

Believe in Them Before They Believe in Themselves Sometimes your team doesn't need another piece of feedback. They need you to believe in their capability. Not blindly.Not with empty encouragement.Specifically. They need you to see something in them that they're not quite able to see in themselves yet. I've seen this happen with people at every level of an organization. Someone gets a bigger responsibility and immediately questions whether they're ready. A strong performer gets asked to step...

Stop Being the Hero. There is a moment every leader eventually has to face: Do you want to be the person who gets it done or the person who builds people who can get it done without you? Those are not the same thing. When you're good at something, it's tempting to keep doing it. You're faster. You know how. You can fix it in five minutes instead of explaining it for twenty. So you step in. You make the decision. You take the meeting. You solve the problem. You make the introduction. And you...

Take The Trip. The Work Will Still Be There. We went to Italy. A full trip. My family. Real disconnection. Some days I did not have a single signal bar, and I did not go looking for one. I am the CEO of a nine-figure organization. And I closed my laptop, got on a plane, and did not manage a single thing for the duration of that trip. Not because nothing happened while I was gone. Because I built a business and a partnership that does not require me to be available every minute to keep...

Imposter Syndrome Is Lying to You Imposter Syndrome Is Lying to You. The most capable leaders I know still wrestle with imposter syndrome. Not the ones who are figuring it out. The ones who have already built something real, led through hard seasons, and earned every seat they are sitting in. That used to confuse me. Now it makes complete sense. Here is what I know: the voice is not telling you the truth. And most high-performing leaders are handing it authority it has never earned. Imposter...