The foundational text that profoundly shaped my leadership journey, particularly in my transition to an Executive Director role, was Stephen R. Covey's The 7 Habits of Highly Effective People. Early in my career at a multinational US-based EPC Corporation with a major global execution center in the Philippines, I had the privilege of attending a transformative seminar based on this seminal work. It proved to be an indispensable guide, influencing my development not just as a leader and project manager, but ultimately as a C-Suite level executive and Executive Project Director. Among the seven habits, "Habit #2: Begin with the End in Mind" resonated with me most deeply, fostering a truly meaningful and lasting change in my approach. This habit delves into the essence of personal leadership—the vital act of looking inward to cultivate the best version of oneself. It's about discerning and consistently pursuing "the right things," which is the very hallmark of effective leadership. I was particularly struck by the quote preceding this habit, attributed to Oliver Wendell Holmes: "What lies behind us and what lies before us are tiny matters compared to what lies within us." This powerful statement became a guiding principle, compelling me to focus intently on developing my inner core as a leader. It prompted profound self-reflection: "Who have I become, and who have others become because of me?" This continuous internal audit has been central to my leadership style, ensuring that my actions are always aligned with a clear vision of purpose, both for myself and for those I lead. It has instilled in me the discipline to define desired outcomes before embarking on any initiative, fostering a strategic, purpose-driven, and impact-oriented leadership approach.
One book that really stuck with me is The Hard Thing About Hard Things by Ben Horowitz. It doesn't sugarcoat the chaos that comes with leadership, especially in high-growth or high-stakes environments. There's a chapter where he talks about having to fire a close friend—brutal, but honest. That tension between empathy and decisiveness hit me hard. Early on at spectup, I had to make a call on a partnership that wasn't aligned anymore. It wasn't dramatic, but it was one of those decisions where being "nice" would've slowed down our momentum. What Horowitz got right is that leadership isn't about always having the answer—it's about navigating through the unknown and making tough decisions when nobody else wants to. That shaped how I lead: being transparent, direct, and making sure my team knows I'll have their back, even if the conversation is uncomfortable. I'm also more comfortable now admitting I don't know everything—something I used to overcompensate for in my earlier roles. There's power in saying, "Let's figure this out together."
One book that really made an impact on me is "Leaders Eat Last" by Simon Sinek. It completely changed my perspective on leadership, not as a privilege, but as a duty to foster a safe and empowering environment for my team at Estorytellers. The idea that great leaders put their people's well-being first really resonated with me. It taught me to lead with empathy and set an example rather than just relying on authority. I began to hold more one-on-one meetings, really listen, and promote psychological safety, which completely transformed how my team interacted and worked together. What really shaped my leadership style was realizing that trust and loyalty aren't built on KPIs. They come from being consistent, showing care, and being present. If you're in a position where you're leading people and not just managing projects, this book is a must-read. It guides you to lead from within.
I am a big fan of the book "The Go-Giver: A Little Story About a Powerful Business Idea" by Bob Burg. It had a major impact on how I live my life and run my business. Success is more about making personal connections and having a social impact than about financial gain; it's about using your resources and talents to give back whenever possible and fully contribute to the world we all share. I designed my business to help other small and medium-sized businesses seize new opportunities by assisting their teams with grants, bids, and government contract awards. The organizations I have worked with include companies dedicated to improving the lives of others. I've helped businesses that support other workplaces in reaching DE&I goals, assisted individuals in the prison system, and advocated for children and families. I like to think that by helping small businesses focused on benefiting society as a whole, I am, in a small way, a link in a chain that will ultimately create a meaningful impact on the quality of life of hundreds of people.
The book: BE 2.0 - Beyond Entrepreneurship by Jim Collins. Collins strips growth down to four habits: 1. Level-5 leadership: fierce resolve wrapped in quiet humility. 2. The Flywheel: push the wheel a quarter-turn every day; momentum does the rest. 3. Hedgehog clarity: know what you can be best at, what drives your economic engine, and what sets your people on fire. 4. Preserve the core, stimulate progress: values stay nailed to the floor while tactics keep evolving. It isn't a pep talk; it's an operating manual for discipline. How those ideas show up in my leadership: - Humility first, spotlight last. I traded "hero speeches" for pointed questions and let the team own the answers. Their speed went up the day my voice went down. - Lead indicators over lagging applause. Weekly scorecards track the actions that create results, not the results themselves: a direct lift from the Flywheel logic . - One core bet at a time. When new projects surface, I run them through Collins' three hedgehog questions: does it fit our genius, fuel our economics, and light us up? If the answer isn't three yeses, it's a no. - Values as guardrails. Strategy shifts, but our purpose and cultural rules don't, a practice I share with clients whenever we discuss where to place big bets. The net effect is a Stoic style of leadership: steady hands, clear metrics, and relentless focus on what we control.
For me, the most influential resource wasn't a traditional leadership book, it was the Big Book of Alcoholics Anonymous. I know that might sound unconventional for an Executive Director, but it taught me more about integrity, humility, and service-based leadership than any MBA program ever could. When I got sober over 11 years ago, I had to learn how to lead myself first; how to show up honestly, take ownership of my past, and be of service to others without expecting anything in return. That process completely changed the way I see leadership. It's not about titles or performance metrics. It's about building trust, listening with empathy, and walking with people through their hardest moments. In my role, I work with athletes, artists, executives, people who've lived in the spotlight but still struggle in silence. The Big Book taught me how to create space for truth, not perfection. It taught me that leadership means being real, not being right. That's the standard I hold myself to: be the kind of leader who leads with lived experience, not just job experience. So while I respect the great leadership authors out there, my personal blueprint for leadership came from a recovery room, not a boardroom. And honestly, I think that's what's allowed me to connect, to mentor, and to help build a business that's changing lives.
"The One Thing" by Gary Keller has been one of the most impactful resources in my journey. As an entrepreneur, it's easy to get pulled in a hundred directions. This book helped me zero in on what truly matters—the one thing that makes everything else easier or unnecessary. It reshaped how I lead. Instead of chasing every urgent task, I now focus on what moves the needle—for me and for the team. It's the 80/20 principle in action, and it's influenced how I prioritize, delegate, and make decisions. Leadership isn't about doing more—it's about doing what matters most. This book taught me that, and it's become a core part of how I operate.
One book that has been particularly influential in my development as an Executive Director is The Advantage by Patrick Lencioni. Unlike other business books that focus solely on strategy, marketing, or finances, this book emphasises the power of organisational health as the foundation for success. It encouraged me to take a hard look at how well my team was functioning, how clearly we were communicating, and whether we were truly aligned on purpose. The principles in The Advantage fundamentally changed how I lead. I became more intentional about fostering a transparent and cohesive culture, eliminating silos, and creating a unified leadership team. The impact has been profound; our operations became smoother, decision-making more efficient, and overall morale significantly improved. This shift not only strengthened internal dynamics but also led to more focused execution and better results across the board.
One book that has deeply influenced my approach to leadership is "Leaders Eat Last" by Simon Sinek. It really shifted my perspective on the true nature of leadership. I've always believed that a leader's job isn't to be the loudest voice in the room but to create an environment where people feel safe, valued, and empowered to take risks and innovate. Sinek's insights regarding the necessity of building trust and a culture where people are able to thrive have become the impetus for how we lead our team at Legacy. Leadership, in my opinion, is simply a matter of service—being there for your people, guiding them through adversity, and sharing in successes. That is the crux of our homeschooling philosophy, too—creating a secure, personalized space where students may find, learn, and simply be themselves. What I've learned from this book is that leadership is not perfection. Leadership is waking up each day with integrity, humility, and the willingness to listen. That's the leader I want to be, and that's what I want to impart in the culture of Legacy Online School.
One book that truly shaped my leadership as an Executive Director is "Leaders Eat Last" by Simon Sinek. It shifted how I view my role—not just as a decision-maker but as a protector of my team's well-being. The idea that great leaders prioritize creating a safe environment where people feel valued stuck with me. Since reading it, I've focused more on building trust and open communication, rather than just hitting targets. For example, I implemented regular check-ins focused on team challenges and personal growth, which improved morale and collaboration noticeably. This approach helped me move from directing tasks to inspiring and empowering the team, which ultimately led to better results and lower turnover. It reminded me that leadership is about service, not authority—a mindset that's been a game changer in how I lead every day.
One book that really influenced how I lead is Extreme Ownership by Jocko Willink. Before I read it, I thought leadership mostly meant managing people — organizing, giving instructions, solving problems. But this book changed my perspective. It made me realize that real leadership means taking full responsibility for everything that happens under your direction — no excuses. As a construction project manager, things go wrong all the time — delays, mistakes, miscommunications. In the past, I might have pointed fingers or blamed the system. After reading the book, I started asking myself: "What could I have done differently to prevent this?" That shift in mindset helped me grow quickly as a leader. It wasn't just about controlling every detail — it was about owning outcomes and setting the tone. The other major thing I took from the book was how important clarity and simplicity are. In my field, if instructions are too complex, mistakes happen. I started simplifying my communication, making sure my team knew the "why" behind each task, not just the "what." That built trust. People began taking more initiative, solving problems before they got to me. This book didn't just shape my leadership — it made me a better teammate too. I stopped micromanaging and focused more on building a team that works together, not just for me.
One book that really shaped my leadership as an Executive Director is Leaders Eat Last by Simon Sinek. It opened my eyes to the importance of creating a culture where people feel safe and valued first, which then drives performance naturally. Instead of focusing solely on results or processes, I shifted to prioritizing trust and empathy within the team. That mindset helped me build stronger relationships and foster collaboration even during high pressure moments. It reminded me that leadership isn't just about directing—it's about serving the people who make the work possible. This approach changed how I communicate and make decisions every day.
"Good to Great" by Jim Collins transformed how I approach leadership at Equipoise Coffee. Collins' concept of Level 5 Leadership—humble yet determined—mirrors how I've learned to balance the artistry of roasting with the discipline of business operations. Just as we carefully monitor temperature curves during roasting to bring out each bean's unique character, effective leadership requires that same patient attention to developing each team member's strengths. The book's emphasis on getting the right people on the bus resonates deeply—I've found that hiring passionate individuals who share our commitment to quality creates a culture where excellence becomes natural, not forced. Collins taught me that sustainable leadership isn't about being the loudest voice in the room, but about creating conditions where great work happens consistently. That's how Equipoise Coffee brings balance to your cup—and your business.
One book that's deeply influenced my leadership style is Leaders Eat Last by Simon Sinek. As the owner of Ridgeline Recovery, I don't just manage a business—I lead a team responsible for helping people through the most vulnerable moments of their lives. That kind of responsibility demands more than management. It demands service, consistency, and trust. Sinek's focus on building a "circle of safety" hit home. In addiction treatment, staff burnout and emotional fatigue are real. Creating a culture where my team feels supported—physically, emotionally, and professionally—has become a priority. When the staff knows leadership has their back, it shows up in the way they treat clients. That translates into better care, stronger outcomes, and ultimately, a stronger business. I started implementing changes after reading the book—more transparency in operations, active check-ins with staff, and leading from the floor instead of behind a desk. I listen more, delegate with context, and take accountability first. That shift created an environment where people feel seen and valued, not just employed. Leadership in this field isn't about hierarchy. It's about serving people who serve others. That mindset has shaped how Ridgeline Recovery runs, and I credit a lot of that to the principles laid out in Leaders Eat Last.
A flat tire on the way to a high-stakes investor meeting changed how I lead. Years ago, before Mexico-City-Private-Driver.com had built its reputation, I was personally driving one of our early clients—a German executive in town for back-to-back meetings. That morning, we got a flat tire. What could've been a disaster turned into a defining leadership moment. Instead of hiding or delegating the problem, I calmly explained the situation, organized a backup driver from our small team, and got the client to his meeting just 11 minutes late. He later told me, "You led with calm, honesty, and accountability—rare traits." That comment stuck. Later that month, I came across the book "The Coaching Habit" by Michael Bungay Stanier, and it gave a name to what I had intuitively done: ask, listen, and support instead of control. The book's central message—"stay curious a little longer, rush to action a little slower"—transformed how I built my team. Today, our drivers aren't just contractors—they're empowered collaborators. We ask them: What's getting in the way? How can we improve your experience? This has led to our 95% client retention rate and driver satisfaction scores that consistently hover above 90%. In an industry often driven by hierarchy and "orders," I've chosen a coaching-based leadership style. It keeps us agile, human, and consistent—even when the city throws chaos our way. I owe much of that mindset to the frameworks in that book.