We often wait to be told what to do next, how to play something, or what we need to do to fix problems. Overtime, we become out of practice in thinking for ourselves. I explore how articulating purpose transforms mindset to see value in our work, and how fulfillment may come from a permission to think for ourselves.

If there was any inherent passion and intrinsic motivation for large ensemble playing (or anything artistic), they are quickly squashed and diminished by association with extrinsic motivators (what we call carrots and sticks). What if we could connect grades to purpose and values?

My "Part 2" on Zappos and their vision of delivering happiness. I share Tony Hsieh's three types of happiness and how Zappos' vision journey can inspire us to evolve our visions as musicians beyond achievement of metrics - and toward purpose, happiness, and fulfillment.

Zappos is well-known for its obsession with providing the best customer service. Did you know that the record for the longest customer service call is currently at 10 hours and 43 minutes? I explore the difference between focusing on the outcome versus on the people who create the outcome.

I reflect on the frustrations I shared recently about my work. I touch on a collection of topics, including belonging, fitting in, status through the work of Ron Carucci, Brené Brown, Simon Sinek, and Seth Godin.

What are the stories we tell ourselves in rehearsal? What are the thoughts that go through our minds? I talk about just how hard empathy is.

In sports, many hours are spent in reviewing game footage--as a team, with the coach. The U.S. Army developed a debriefing process called the After Action Review (AAR). How can the AAR could have a profound impact on large ensemble culture at any level?

I conducted an informal survey asking musicians to rank 12 fears. Here are the results, how fear hurts us, why we need fear, and ideas for practicing emotional hygiene (via the thoughts of Andrew Huberman and Guy Winch).

50 states + 71 orchestra mission statements - what did I discover I share why mission statements may not be necessary, how you can evaluate you and your orchestra's shared cause, and my hope for some what if's.

What is The Peter Principle? What does a business concept from 1969 originally meant as satire have to do with musicians and leadership? I explore how it could provide insight into what may be missing in our educational values, training programs, and hiring processes.

Do what musicians think matter? Yes, because our relationships with musicians are not transactional. And we must be willing to confront our fears against seeking the real truth and refrain from sweeping issues under the rug. We can all try to find mechanisms to "turn information into information that cannot be ignored.”

Have you ever felt like with some conductors, a two hour rehearsal goes by like no time has passed at all? And for other conductors, 10 minutes feel like an unbearable hour? And then I realized - it wasn't about me. It was about the musicians - what they were doing, what they were feeling.

What can musicians learn from the Navy SEALs about high performing teams?

Malcolm Gladwell says legitimacy is based on three things: standing, trustworthiness, and neutrality. And he cites the lack of these as triggers for dissatisfaction and radicalism in society.

Title has nothing to do with leadership. Leadership has everything to do with trust. I hope we can stop confusing the position of a leader with being a leader - and recognize the leaders among us.

What does leadership mean in music? First, we must consider that to lead means to go first, to be the first to do something. Once the leader goes and does it, everyone else follows because they think "oh, I can do it too." I'm interested in why don't more musicians want to go first?