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Dr. Martina Stippler became so undeniable as a Bet

Dr. Martina Stippler became so undeniable as a Beth Israel Deaconess Harvard Neurosurgery neurosurgeon and traumatic brain injury researcher that the Congress of Neurological Surgeons — after 74 years — named her its first female president.

Dr. Elad Levy didn't wait for stroke treatment to catch up. He ran the trials at the University at Buffalo Neurosurgery that moved it forward — including a landmark study published in the New England Journal of Medicine — and has the 800+ publications to show what sustained scientific impatience looks like.

Dr. Toufic Kachaamy didn't wait for oncology and endoscopy to find each other. He built the intersection himself, at City of Hope Phoenix (one of the best cancer centers in the U.S.), reaching patients whose cancers were previously considered untreatable.

Dr. Lynn Damitz didn't wait to inherit influence. She spent 25 years building it at the University of North Carolina Plastic Surgery, and now steps into the presidency of the American Society of Plastic Surgeons, carrying everything she built along the way. Dr. Damitz uses her experience to also mentor students, ensuring they understand they can and should negotiate contracts.

Four physicians. Four different fields. They didn't wait for medicine to catch up - they moved it forward.

All @janicekperformancegroup clients, we are honoring this National Physicians Week.

We are honored to work alongside these physicians each day and witness how they are leading the way.

@ub_neurosurgery @stipplerm @plasticsurgeryasps @cityofhopephx @bidmcharvardnsgy @nejm @harvardmed @cns_update @eladlevymd @uncsurgery

I always love seeing friends in action. Executive

I always love seeing friends in action.

Executive House hosted an event yesterday on “The Future of Media”, a discussion between Tim Huelskamp, Founder and CEO of @1440daily, and Robert Dippell, the new CEO of Morning Brew.

William Salvi did a beautiful job moderating the discussion about trust vs. scale, artificial intelligence's role in media, and the responsibilities and duties of media.

One topic was how people choose to consume media.
There’s substantial research on this.

In my 20 years of TV news, I saw how viewers had a lot to say about WHO was delivering the news. Everyone has their favorites. And I got a TON of emails when someone was on vacation or sick because the viewers’ favorite person wasn’t there to read the news to them.

Research on news anchors argues audience loyalty is at the root of a station's credibility and distinction. Just like any CEO — TV anchors need to create the feeling of authentic interaction and conversation with viewers.

What builds the most trust though is great news for companies like 1440. A Knight Foundation study found nearly two-thirds of respondents cited accuracy-related reasons as why they trust news organizations.

One study found news recommended by a friend on social media is perceived as more trustworthy than news received directly from a media outlet — suggesting that who shares information matters enormously, not just the outlet itself.

The bottom line for ALL leaders:

You are the anchor.
Your employees, board, investors, and clients trust information more when it comes from a leader they feel connected to.

A CEO who communicates in a genuine, conversational way builds more credibility than one who sounds scripted or overly corporate.

CEOs who show up in town halls, video messages, walking the floors — become known and trusted.

The practical takeaway: Communication isn't just an HR or PR function — it's a core leadership competency that directly affects whether your strategy actually lands.

People follow leaders they trust, and trust is built through consistent, visible, human presence.

A lot of us are flying in and out of airports duri

A lot of us are flying in and out of airports during spring break right now, and things are a little different.

Many people are working without pay. Yet they’re still showing up, keeping us all safe in the skies.
I’ve been thinking a lot about them and their families for the past few weeks.

I cannot fix the issue.
I can do something really small to say thanks.

I want to share something my daughter and I thought of at the last minute while standing in line.
We handed out Starbucks gift cards to the TSA agents.

It wasn’t a lot.
It’s really nothing.
Especially for people who aren’t getting a paycheck.
Yet, the looks on their faces stopped me in my tracks.

I was in Florida for a week.
First, in Orlando coaching a leadership team during their big sales summit.
It’s spring break, so my sister took my daughter to Disney World, and I joined them for the last day. We then took my daughter to see “Grandma” (she doesn’t let us call her that) for a few days.

While we were heading home yesterday and standing in that security line, I thought about the people on the other side of it.

We grabbed a handful of gift cards before we hit the checkpoint. Ten minutes. A few dollars. Nothing, really — until it wasn’t.

If you’re flying this week, grab a few gift cards before you hit security.

I was called upstairs and told: "We don't run thos

I was called upstairs and told: "We don't run those kinds of stories."

I was an executive producer. I'd spent years developing my editorial instincts. And in that room, in about 30 seconds, I learned that none of it mattered — because no one had ever told me the real rules.

No guidelines. No conversation. Just a correction delivered after the fact, in a room I didn't expect to be summoned to.

After that, I was terrified every single day.
Is this story okay? Can I lead with this? Am I allowed to do this?

I stopped making the bold calls. I stopped trusting my instincts. The paralysis wasn't about talent — it was about not knowing where the lines were.

I left a few months later.

I never want someone on my team to feel what I felt in that building.

So when someone pitches me something risky, something that might not work, I don't wait to see how it lands. I say yes, and I tell them why I said yes. When it works, I say so — specifically, out loud, in front of everyone. When it doesn't, I say: "Good. That's how we find out. Let's try again."

It's important they know I don't want them to stop trying. We don't want to keep making the same mistake and trying new ideas is important. It helps us grow. And things change constantly!

Because I tell my team directly: "You can make a mistake — because if you feel like you can't, you will do nothing."

Fear is a terrible creative director.

25 years ago, I walked into a big resort and confe

Advisors who weren’t even in the room were asking

Advisors who weren’t even in the room were asking when they could get in.

That’s the message we received after our executive training with @jpmorganchase.

Not polite feedback on an exit survey. Colleagues who heard about it secondhand — and wanted in.

That’s what happens when training is built around the specific people in front of you, not a generic curriculum dropped into a conference room.

This year, we’ve worked with JP Morgan Chase, @millerknoll, @cns_update, the @intlcodecouncil, and others. These organizations have one thing in common: they don’t settle for average — and they know executive presence, trust, and communication skills are a genuine competitive differentiator.

The leaders who will define the next decade are investing now.

If your team’s last training is already forgotten, let’s talk about what’s possible instead.

→ What’s the last training your team actually talked about afterward?

@steftovar @janicekperformancegroup

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