We're heading back to a planning room in the 160th, with a blank whiteboard and a brand new mission. The commander asked a question that had only one expected answer. That's not the one he

Last week we told you about a client who puts the phones away at dinner. This week's client answers calls and texts at the table and sees it as proof they're taking care of their family. Their spouse sees something very different.

We asked a client how their family spends time on purpose. The answer wasn't a vacation or a blocked-off weekend. It was a kitchen, a dinner table and a decision they keep making even on the nights they're worn out.

A friendly question in an elevator said a lot about what one veteran team member expected from us. Our answer wasn't what they expected. By the end of the day, something had shifted.

I sat in a client meeting last month and watched two leaders realize they had never really answered why they started their business in the first place. Then the question turned around and landed on me. Here's what it took to find that answer again, and why it changed more than we expected.

We spent our early days at Khaki Consulting stacking our calendars to match our partner's stamina for it, four meetings a day, every day, in the name of pulling our weight. It nearly ran us into the ground before we figured out why. Here's what we were actually getting wrong.

We sat across from a leader who'd done real work on himself: steady, positive, well liked. He still had no idea how to multiply that health into anyone else. This week we're breaking down the two questions every leader needs to ask, and why most of us have only ever answered one of them.

We were picking up a big Starbucks order in a town we don't even live in. Every name on the pickup screen showed up the same way, except ours had a star next to it. We didn't know what it meant. Once we found out, we couldn't stop thinking about it.

We talk to talented leaders every week who are buried in the business and slowly losing the people underneath them. This week we're looking at a boss who refused to let that happen, and the six hours a month he never let slip.

A CEO stood up in front of his whole company and declared the org chart dead. What he put in its place left almost everyone in the room quietly panicking about who they even worked for.