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07.24.26
Your Business Has a Pest Problem
I’VE SPENT 45 years in the pest control industry: 30 in corporate leadership and 15 building my own company, Pied Piper Pest & Lawn, from the ground up. In that time, I’ve seen just about every kind of infestation imaginable. But some of the worst ones never required a spray wand. Early in my management career, I started noticing something strange: the same thought processes I used to assess and control pest infestations worked just as well for diagnosing problems with employees, clients, and suppliers. The behaviors were almost identical. The strategies for dealing with them? Surprisingly similar. Whether you’re managing a cockroach or a coworker who helps themselves to whatever they want, understanding their behavior is the key. Once you know what motivates them, what they’re scared of, and what their kryptonite is, you can manage your environment and make your business a place where good people actually want to stay. Here are four field-tested principles I use to keep both kinds of pests from taking over. 1. Know your pest before you decide how to control it. In pest control, the biggest mistake an amateur makes is the shotgun approach: buy whatever’s on the shelf, apply it everywhere, and hope for the best. It rarely works. That’s because different pests require completely different treatment methods. What eliminates a flea infestation will do nothing for termites. The same logic applies to managing difficult people. In my book Infested, I break workplace pests into four categories: Bloodsuckers (those who drain the energy and resources of everyone around them), Raiders (those who take without giving), Saboteurs (those who quietly undermine systems and morale), and Assailants (those who actively attack the organization or the people in it). Misidentifying the type of pest is where most managers go wrong. A passive-aggressive underperformer who does the bare minimum to avoid being fired is a Saboteur, not a Bloodsucker. Treating them the same way will get you nowhere. Take the time to honestly assess the behavior pattern before you act. Observe, gather data, and resist the urge to react emotionally. 2. Look in the mirror: Sometimes the infestation starts at the top. Here’s an uncomfortable truth I learned early: some pests, like roaches and rats, thrive specifically in dirty, poorly maintained environments. If your building is clean and well-managed, they have nowhere to hide. If it isn’t, you’re practically rolling out the welcome mat. The same dynamic plays out in business. Toxic employees tend to flourish in organizations with weak management, unclear expectations, and inconsistent accountability. Difficult clients and suppliers take advantage of vague contracts and disorganized processes. Before you zero in on a problem person, ask yourself: What conditions in my business are allowing this behavior to continue? One thing pest control and management have in common is the need for honest assessment. You have to judge situations on what is actually there—not what you hope might be there or what you think should be there. Base your decisions on real, verified data. And always be willing to consider that the problem might partly be you. 3. Build systems, not just solutions. In pest control, a one-time treatment rarely solves the problem permanently. The real goal is to create conditions that prevent reinfestation. That means sealing entry points, eliminating food sources, and implementing a regular monitoring protocol. You don’t wait until you have a rat problem to start thinking about rats. Healthy businesses work the same way. Once you’ve addressed a problem—whether it’s a toxic employee, a predatory client, or a supplier who’s been quietly taking advantage of you—your job isn’t done. You need to put checks and balances in place so the problem can’t recur unchecked. At Pied Piper, I put simple systems in place like color-coded tool tracking to tighten up our inventory and stop equipment theft, post-service client calls within 48 hours to catch service failures early, and clear written expectations for every role so that underperformers couldn’t hide behind ambiguity. These aren’t complicated or expensive. They just need to exist, be consistently followed, and updated as the business evolves. A system that nobody enforces is just a document. 4. Fix before you fire—but know when it’s time to relocate the raccoon. In pest control, the goal isn’t total elimination. It’s control and balance. Most of the animals we call pests aren’t evil; they’re just in the wrong environment. A raccoon in the wild is doing exactly what raccoons do. A raccoon in your attic is a different matter entirely. I apply the same philosophy to managing people. My first instinct is never to fire—it’s to fix. Firing someone has consequences that ripple through the rest of your team. It creates anxiety, disrupts operations, and signals that the organization is unstable. Whenever possible, I try to get to the root of the behavior and address it head-on. Sometimes a conversation, a role change, or clearer expectations is all it takes. But sometimes the raccoon just has to go. If someone is actively harmful to your team, your clients, or your culture, and genuine attempts to correct the situation haven’t worked, the most humane thing—for everyone, including them—is to part ways. Just do it ethically, with documentation, and without drama. In pest control, we’re careful with how we handle animals even when we’re removing them. The same standard applies here. A healthy ecosystem is built, not found. A thriving business, like a healthy natural ecosystem, doesn’t happen by accident. It requires the right balance of people, clear systems, consistent accountability, and a leader willing to take an honest look at what’s working and what isn’t. The best businesses—and the most pest-free homes—aren’t the ones that react fastest when things go wrong. They’re the ones that make it hardest for things to go wrong in the first place.    Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 06:44 AM
07.23.26
Leading Thoughts for July 23, 2026
IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: Edward Hess and Katherine Ludwig on managing emotions: “Stress, anger, and anxiety can cause narrow-mindedness and the fight-flee-or-freeze syndrome. It’s not at all helpful when you need to engage in critical thinkIng, problem solving, innovative thinking outside the box, or designing experiments to learn. Positive emotions, on the other hand, have been scientifically linked not just to higher health and well-being but also to broader attention, open-mindedness, deeper focus, and more flexible thinking, all of which underlie creativity and innovative thinking.” Source: Humility Is the New Smart: Rethinking Human Excellence in the Smart Machine Age Walter Lippmann on getting the questions right: “The genius of a good leader is to leave behind him a situation which common sense, without the grace of genius, can deal with successfully. Here lay the political genius of Franklin Roosevelt: that in his own time he knew what were the questions that had to be answered, even though he himself did not always find the full answer. It was to this that our people and the world responded, preferring him instinctively to those who did not know what the real questions were.” Source: Roosevelt Is Gone, Today and Tomorrow, April 14, 1945 Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 03:27 AM
07.20.26
Apply Lessons from “Moneyball” to Business Recruiting and Find Your Next Tom Brady
ORGANIZATIONS often believe they’re selecting the best candidate when in reality they’re selecting the person who best matches familiar credentials, patterns, or assumptions. That distinction matters. As the 2011 movie Moneyball demonstrated through baseball recruiting how success improves dramatically when talent is evaluated against the factors that actually predict performance — not the ones people traditionally favor. The same lesson applies in hiring. If companies want to identify exceptional talent before competitors do, they need a clearer, more disciplined way to define what success in a role truly requires. What Baseball Got Right About Talent Billy Beane of “Moneyball” fame inherited one of the smallest budgets for any MLB team player salaries in 2002. Frustrated with his inability to outbid other teams for talented players, he took a different approach. He called Paul DePodesta, a Harvard alum and professional sports executive interested in data analysis. They combed through decades of data on hundreds of individual players to devise a better strategy for recruiting players. They discovered scouts were overlooking statistics that could better predict a player’s performance versus relying on subjective things like attitude or whom they’d played for in the past. In short, scouts were asking the wrong questions to assess talent. The scouting process failed to include individual components that made up a player’s performance and match that to what the baseball team needed — much like hiring managers looking at academic qualifications or years of experience as a proxy for the responsibilities the individual needs to take on in a new role. In the end, Beane’s big bet on analytics paid off. Despite their smaller budget, the Oakland A’s won against bigger teams and made history by winning 20 consecutive games in American League baseball. Recruitment in sports was transformed as Beane’s method made player assessment a quantifiable process rather than a subjective one. A Better Way to Define Success The Moneyball lesson teaches us that, to win, we must know what we’re looking for and ignore our biases. There needs to be a mechanism that enables a clear choice, linked to the specifics of what we want to achieve. That’s where a Cipher comes in. A Cipher is a structured and prioritized method of zeroing in on what matters most for a specific role. It explicitly lays out, in a prioritized fashion, how success will need to be achieved in the role you’re looking to fill. It creates a clear understanding of what the person will need to do to be successful in the role, how “integration into the existing culture” is defined within the organization, and what’s required to manage their team. Ultimately, this framework establishes uniform comparison across multiple candidates for any role, enabling better decision-making based on data rather than a gut feeling. You can create your Cipher by simply using the acronym CODE to help you define a role: Charge: the one-sentence impact this person must have on the company. What will be different because they were hired?
Here’s an example of what this looks like in practice: Most everyone in the US has probably heard of New England Patriots QB Tom Brady. Not everyone knows that he was passed over in his draft — 198 times. Why? Brady didn’t look especially athletic, he wasn’t particularly fast, and he didn’t match the physical profile many scouts expected from an elite quarterback. Furthermore, no one else seemed to be interested in him, so why should “we” be? But Bill Belichick and newly hired QB/Assistant Coach Dick Rehbein were willing to look past biases to find the talent they needed. Even with his extensive overall experience, Rehbein was new to coaching the QB position and brought no biases to the draft, which allowed him to pick up the game’s greatest player of all time. While the Cipher didn’t exist back then, the evidence suggests that they employed a deeper analysis to arrive at the conclusion that Brady was the QB to bet on. It’s easy to envision them using something like the following: Charge: An adept and charismatic QB to lead the Patriots franchise back from mediocre results to the glory days. Outcome: Perform individually as an athlete while leading the team to deliver AFC (American Football Conference) championships in two out of three years. Deliver at least one Super Bowl championship within the same three-year window. Deliverable 1: Leverage superior athletic ability for success on the field.
Deliverable 2: Incorporate intelligence and experience into making the right calls during the heat of battle.
Deliverable 3: Develop a humble continuous improvement system, leading peers as a role model.
If you’re a fan elsewhere, imagine how much better your favorite team would’ve been had they looked past their biases and scooped up Brady before the Patriots did. The lesson from sports isn’t simply that data beats intuition. It’s that better outcomes come from asking better questions. Organizations miss strong candidates every day when they rely on reputation, polish, pedigree, or familiar proxies instead of clearly defining what the role demands. A structured framework like the Cipher helps leaders evaluate talent against the realities of the job rather than against bias or convention. In a competitive market, that shift can mean the difference between hiring the obvious candidate and identifying the right one. Before asking who looks like the best candidate, ask what success in the role actually requires. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 07:45 AM
07.17.26
Same as Ever: What Never Changes
SOME things never change. When it comes to human behavior, some things stay the same. And those behaviors can make the future more knowable even as so much is changing all around us. Throughout history, circumstances change, but human nature does not. You may not know specifics of the change, but you can know how people will respond. And that can help to explain how we got where we are. In Same as Ever, Morgan Housel presents us with 23 things that never change. He asks, “What would be true in every imaginable version of your life, not just this one? Those universal truths are obviously the most important things to focus on, because they don’t rely on chance, luck, or accident.” Every current event-big or small-has parents, grandparents, great-grandparents, siblings, and cousins. Ignoring that family tree can muddy your understanding of events, giving a false impression of why things happened, how long they might last, and under what circumstances they might occur again. Viewing events in isolation, without an appreciation of their long roots, helps explain everything from why forecasting is hard to why politics is nasty. Let’s look at six of the twenty-three timeless truths Housel presents. Risk is What You Don’t See Risk is what you are not prepared for. “As financial advisor Carl Richards says, ‘Risk is what’s left over after you think you’ve thought of everything.’” It’s what you don’t see coming. If you knew what was coming, you would be prepared for it. Forecasts are based on what you think you know—based on what has happened. What makes it risky is that you can’t imagine it coming. If you did, you would prepare for it. I can promise you that will be the case going forward. The biggest risk and the most important news story of the next ten years will be something nobody is talking about today. No matter what year you’re reading this book, that truth will remain. I can say that confidently because it’s always been true. The fact that you can’t see it coming is exactly what makes it risky. We easily underestimate what we don’t know. Wild Minds When it comes to what makes the extraordinary person extraordinary, you have to take the good with the bad. “Something that’s built into the human condition is that people who think about the world in unique ways you like almost certainly also think about the world in unique ways you won’t like.” When you think I want to be like them, you only see the extraordinarily successful part of them. What you don’t see is the messy part that makes them be who they are. People who are abnormally good at one thing tend to be abnormally bad at something else. Part of this idea is realizing that people who are capable of achieving incredible things often take risks that can backfire just as powerfully. The same personality traits that push people to the top also increase the odds of pushing them over the edge. Does Not Compute The world does not work in rational ways. That’s because humans are not rational. And there is no way to quantify that. “Historian Stephen Ambrose notes that Eisenhower and General Omar Bradley got all the war-planning reasoning and logic right in late 1944, except for one detail-the extent to which Hitler had lost his mind.” Outcomes are not always rational. Part of that is because not everyone thinks the way we do or agrees on how things should be done. Properly incentivized, people will do irrational things. Behavior that makes sense to them, but from a wider perspective makes no sense at all. We believe our own, often irrational stories. At the same time, Housel observes, “We’d never get anywhere if everyone viewed the world as a clean set of rational rules to follow.” When the Magic Happens People change, and innovations happen when it is too uncomfortable not to make a change—when their future depends on it. “Stress focuses your attention in ways that good times can’t.” Sometimes people wait too long to change, and then the stress of the moment becomes debilitating, and they go into survival mode. The fear, the pain, the struggle are motivators that positive feelings can never match. A carefree and stress-free life sounds wonderful only until you recognize the motivation and progress it prevents. No one cheers for hardship—nor should they—but we should recognize that it’s the most potent fuel of problem-solving, serving as both the root of what we enjoy today and the seed of opportunity for what we’ll enjoy tomorrow. Overnight Tragedies and Long-Term Miracles When improvement happens slowly, almost nobody notices. “The most important things come from compounding. But compounding takes a while, so it’s easy to ignore.” The same is true for personal growth. And when we don’t see instant progress, we often quit. But if we stay with it, we are rewarded. On the other hand, bad news comes at us in an instant, and we can’t help but give it our attention. Growth always fights against competition that slows its rise. New ideas fight for attention. Some might try to step in and slow the fall, but everyone gets out of the way of decline. Incentives: The Most Powerful Force in the World Crazy incentives cause people to behave in crazy ways. Truth is often just what you want to believe. “No matter how much information and context you have, nothing is more persuasive than what you desperately want or need to be true. And what makes incentives powerful is not just how they influence other people’s decisions but how blind we can be to how they impact our own.” One of the strongest pulls of incentives is the desire for people to hear only what they want to hear and see only what they want to see. When good and honest people can be incentivized into crazy behavior, it’s easy to underestimate the odds of the world going off the rails. Housel ends this truth with a question we should all be asking: “Which of my current views would change if my incentives were different?” He then warns, “If you answer ‘none,’ you are likely not only persuaded but blinded by your incentives.” There are 17 other truths presented in Same as Ever that are well worth your time to reflect on. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 07:01 AM
07.16.26
Leading Thoughts for July 16, 2026
IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: Eric Ries on the incoherent organization: “An incoherent organization is one where what gets rewarded contradicts what gets proclaimed. Where the values on the wall are betrayed by daily reality. Some such companies claim they value innovation but ostracize those whose experiments fail. Others promise work-life balance while ensuring only workaholics are invited to strategy meetings. Still others swear they put customers first but praise employees who engage in deceptive sales practices. Departments clash due to opposing cultures-product aspires to be Apple, but finance aspires to be Goldman Sachs. The result is a company at war with itself. And like a human body suffering from an autoimmune disease, it becomes increasingly weak and vulnerable.” Source: Incorruptible: Why Good Companies Go Bad... and How Great Companies Stay Great Walter Lippmann on the forgotten foundation of democracy: “What separates us from the totalitarian regimes is our belief that man does not belong to the state. This is true. But if we are to be clear about what that really means, we must say also what it is that man does belong to. There are, perhaps, many different ways of saying it. But there is no better way of saying it than to say it as the authors of our liberties were accustomed to say it. They said that man belonged to his Creator, and that since he was, therefore, an immortal soul, he possessed inalienable rights as a person which no power on earth had the right to violate. This was what the founders of the American nation meant when they said that all men were created equal.” Source: The Forgotten Foundation, Today and Tomorrow, December I7, 1938 Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 09:08 AM
07.13.26
Distancing: How Great Leaders Reframe to Make Better Decisions
WE can be too close, too present in a situation, to look at it constructively. Good decision-making occurs when we can step back and look at the situation from a broader, more objective perspective. We respond differently when we see differently. Authors L. David Marquet and Michael Gillespie warn us in Distancing, “When excited, stressed, or threatened, we are pushed further into a state of self-immersion, a closed-in feeling of me-here-and-now, which narrows, filters, and distorts what we see, reinforcing our previously held beliefs.” There are three ways we can step back and get some distance: We can be someone else
Be Someone Else Being someone else is about learning to become your own coach. If you can see yourself as a coach might see you, you can uncover answers that you already have inside. It is distanced self-talk. This distanced self-talk “helps red helps reduce stress because it removes some of the emotional baggage that tends to cloud thinking, decreasing performance.” A coach helps you to see your future self. Who do you want to be? How do you want to talk about this episode of your life? When we imagine ourselves as someone else, we access the strengths of that alter ego and break out of any self-consciousness and attachments to our prior decisions. Be Somewhere Else Often referred to as going to the balcony, be somewhere else takes you out of the moment. Be a fly on the wall. Zoom out. Your inner coach gets you to focus on the situation and see the bigger picture. You mentally relocate yourself and see yourself in relation to your environment and your relationships. If you find yourself thinking about how you look or what others might think of you, you’re doing it wrong. That means you’re still stuck in your own head. You have to dislodge yourself and really become that person on the balcony. Be Sometime Else Become your future self. “We need to distance ourselves from the me-here-and-now self in order to be true to our ideal self.” The authors suggest three time horizons to consider given the situation: A day (near future), a year (mid-future), and a decade or end of life (far future). Near future decisions ask “How much will this matter to me tomorrow? How will I feel about this in an hour? Or how important is it to respond to this right now?” These kinds of decisions have immediate consequences. Mid-future time horizon is from six months to two years. Not for life-changing decisions. This time horizon “helps us shed the short-term concerns about practicality or convenience in favor of loftier ideals and values.” Here we ask questions like, “What would my one-year-from-now self want me to do now?” or “If another team were to do this in six months, what would we suggest they do differently?” Far-future time horizon is for ten years or more. It provides the temporal space to imagine how you would need to be in terms of your ideals for the future. How do you want it to end? Write the end of your story now. This approach helps us shed or better process our emotional baggage. Helps us discard our biases. It changes the nature of our fear of regret: We shift from fear of action to fear of inaction. We accept the risk of failure and become more concerned about the risk of not trying. Distancing requires that you first recognize the need to pause. When you have a decision to make that would like you to push you into a self-immersed state, call the pause and determine one of the three distancing dimensions and give yourself time to pick your next move. The immersed self is our default state. We are our primary point of reference, the protagonists in our own stories. We live inside our heads, stuck in a myopic first-person point of view wherein—problematically—our emotions cloud our thinking, and we are unable to separate our thoughts from our feelings. When we focus on ourselves and our situation, we tend to catastrophize. We need to get out of our own head and focus on others. Our self-focus becomes our blind spot, and we become even more immersed in our narrow perspective. We live in the moment, unable to see other perspectives. Using the tools provided, we can help ourselves to create distance and see a bigger picture. Our inner coach is always focused on moving forward, and by our example we can help others to do the same. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 09:27 AM
07.10.26
The Way of Excellence
EXCELLENCE is not a destination. It is the way we move in the world. It’s the direction we grow towards. In The Way of Excellence, author Brad Stulberg defines excellence as “An ongoing process of growth and becoming that imbues life with meaning and vigor. It emerges from involved engagement in something worthwhile that supports your values and goals. Excellence combines mastery and mattering. It is not something that is out of reach, but rather it is your birthright, a core part of your nature.” Stulberg also notes that excellence is not perfectionism or obsession. It is becoming a better version of yourself—seeing the future. “When it comes to the pursuit of excellence, we are often faced with the comfort, pleasure, or ease of short-term decisions that contradict our values and long-term goals.” Denying our present to secure a better future. We have to be able to distinguish between what is significant and what is not. To be excellent, you have to care about what you do. “If you want to have a rich and meaningful life, then you have to expose yourself. You have to make yourself vulnerable.” Goals add to the richness of life not for their achievement but because of what you become in the pursuit of the goal. You remember most not getting to the peak but what happened on the climb. Excellence comes from consistency. “Staying consistent often requires demonstrating a bit of restraint today so that you can pick up where you left off tomorrow.” Stulberg tells us to “focus less on any single result and more on the trendline.” Each and every one of us will face setbacks, unforced errors, and moments when our emotions flare and our plans fall apart. What matters most is how we respond—again and again and again. It’s called having a next-play mentality, and it’s a central feature of consistency. Don’t make the activity complex. Keep it simple and don’t major in the minors. “Complexity is a way to avoid facing the reality that what really matters for progress in most endeavors is simply showing up and doing the work.” Eliminate distractions. Top performers don’t always feel motivated. They are disciplined to act. It removes the decision to act. By doing the work, we also gain confidence. Confidence and humility go together. “When we have confidence, it means we’ve done the work to gain it. Doing the work to gain it is hard. And doing hard things makes us humble. It teaches us that we can push limits, but also that we have limits to begin with.” And from that we grow. Discipline bridges the gap between motivation and action, making the former less necessary for the latter. When you have discipline, you don’t need to feel a certain way to show up and get started. You just do. Discipline is not a chest-thumping, performative act of toughness. It is being the kind of person who shows up for what matters and does what you need to do. All of this requires time for rest and renewal. Step away from time to time to recharge. Excellence is about the long game. Patience. “Regardless of our activity, we need to stay in the game long enough to gain at least some wisdom before we can achieve our best.” It also improves your chances for luck, and all great accomplishments contain some luck. Excellence requires gumption—that sense that nothing can stop you. Obstacles can come from without and from inside of you. Rigidity, arrogance, and doubt can stop you in your tracks. When that happens, you may need to step away. “We can stay fresh by spending time outside of our primary pursuits.” Stay curious. “When we adopt curiosity as a default attitude toward challenges, we put ourselves in a better position to meet the moment and grow.” Surround yourself with the right people. Excellence is a journey best taken with like-minded others. “Succeed or fail, the journey is almost always better when you have the right climbing partners. If you travel alone, you risk becoming isolated, re: entful, and burning out. If you travel with others, you’re likely to find joy, meaning, and purpose.” Try not to go it alone. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 08:01 AM
07.09.26
Leading Thoughts for July 9, 2026
IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: Mark Pincus on doing something great: “Being truly ambitious and committed to winning means: 1. Maintaining ruthless objectivity about your ideas. 2. Being willing to kill them often. 3. Losing any emotional attachment to specific implementations. 4. Testing multiple variants quickly rather than going all in on one. Source: Life at the Speed of Play: Launch Products People Love! Anne-Laure Le Cunff on experimentation: “No matter how good your tool or deliberative your thought process, one thing never changes: There is no right choice. If you’re used to zero-sum thinking, that point of view may frustrate you. But it’s almost impossible to fail when you see everything as an experiment. In a life of experimentation, there is no wrong choice, either. A pact isn’t a destination. It’s a path you walk to discover more about yourself and the world. Success and failure are fluid constructs, not fixed labels. If you simply keep going as is, it means you found an ideal groove-amazing! If you decide to stop, it means this direction didn’t feel good-now you know! The only failure is to confuse mindless movement with mindful momentum. As long as you keep on adapting, learning, and growing, you are winning.” Source: Tiny Experiments: How to Live Freely in a Goal-Obsessed World Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index. Follow us on Instagram and X for additional leadership and personal development ideas.
Posted by Michael McKinney at 10:11 AM
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