HR News & Leadership Thoughts
Pass the Baton
I am both proud and humbled to share this post.
Something happened last week that will never happen again for my oldest daughter. For the first time in her life, she beat her dad in a race. You only get one time to beat Dad for the first time, and at the spry age of ten, she pulled it off.
Now, admittedly, it was a 25 meter freestyle swim, and in terms of competitive sports, swimming is not my strong suit. But it is hers. She was so proud to accomplish that feat, and I was happy to pass the baton.
In doing so, it reminded me that in life and leadership, things naturally will come to an end. We can resist those times, and try to hold on to the past, or we can look to the future and all it can have in store for us. Sometimes that means handing the baton to the next generation of leaders.
That's not always a bad thing. Oftentimes, it's the only way our organizations can take the next steps forward.
We as leaders exist to move our people, our communities, and our organizations forward in a season. That season can last a few years, or a few decades, but we cannot fool ourselves into thinking that season must last in perpetuity. Doing so deprives the next level of leaders to step up; and worse, it never allows us to step back and enjoy all that we have built.
The moment my daughter out-touched me at the finish line, I won't lie and say there wasn't a feeling of insecurity or uneasiness; a ten year old just beat me after all. But all those feelings quickly disappeared when I saw the look of happiness and achievement on her face. It was time for me to pass the baton; allow the end of an era of Dad being invincible, no matter the sport come to an end. And I couldn't have been happier to do so.
Just as in leadership, we too must know when it's time for us to move on and allow the next level of leaders to take our place. If we allow ourselves to see it, in every end, there are new opportunities waiting to begin.
Lead With Love
Three years ago today, I found myself standing on a stage, delivering a message I hoped would resonate far beyond the moment. My message, though at a rally about a contentious issue, wasn’t about policies or platforms; it was about people. It was a call to love our neighbors, to approach disagreements with kindness, and to lead with understanding.
On that day three years ago, the atmosphere was anything but understanding. Protestors shouted down my words, their voices clashing with the crowd gathered to listen. It was a moment of tension, but also a moment of clarity. As I stood there, I realized the heart of my message was more important than ever: if we want to change hearts and minds, we must first lead with love.
One of my favorite quotes comes from Arthur Brooks, who said, "No one has ever been insulted into changing their mind." It’s a simple truth, but one that’s easy to forget in the heat of disagreement. Whether we’re navigating political divides, workplace challenges, or personal relationships, the way we approach others matters. Insults and contempt may feel satisfying in the moment, but they rarely, if ever, change hearts and minds. Love, on the other hand, has the power to open doors, spark conversations, and inspire growth.
Looking back on that day, I’m reminded that #leadership is just as much about guiding others as it is about leading ourselves. It’s about choosing to respond with grace when faced with opposition and staying true to our values even when the path is difficult. Leading well starts with how we show up, how we communicate, and how we treat the people around us.
This principle rings especially true in our organizations. As leaders, we set the tone for our teams. If we approach challenges with kindness and curiosity, we create an environment where people feel safe to share ideas and take risks. If we model respect and appreciation, we inspire others to do the same. Leadership isn’t about creating all the solutions, but about creating the conditions for others to thrive. The only way to do that is to be completely available to our people; to love them enough to give them our all.
That day at the rally, some of my words may have been drowned out in the noise, but the message remains clear: love is the foundation of leadership and the only path to true understanding. It’s what allows us to connect with others and inspire change. Whether we’re leading a team, a community, or simply ourselves, love is the key to doing it well.
So as we move forward, in our workplaces, our homes, and our communities, we must lead with love. Choose kindness over conflict, curiosity over judgment, and connection over division. In doing so, we can be the kind of leaders who lift others up, listen with intention, and inspire those around us to do the same.
Because at the end of the day, leadership isn’t about being the loudest voice in the room; it’s about being the one who makes others feel heard. And that’s a lesson worth carrying with us, no matter where we go.
The Key to Happiness
I had the privilege of sharing some leadership knowledge with my daughter this week. She recently started joining me while running and was asking about an upcoming 5k race.
"Daddy, will there be other people at the race?"
"Yes, there's going to be a lot of other people."
"Do I have to beat them?" she said with a bit of anxiety.
"No, we don't have to beat them all, but I think we'll be faster than some."
"Should I try to win?"
"You should try to do your best. It's not about beating the person next to you. It's about beating the person you were yesterday."
Competition is all around us. In school. In our work. Heck, even in our relationships. If all we care about is being the best, as measured against those around us, we will never find happiness. We may fool ourselves into thinking that celebrating an achievement brings happiness, but it will always be fleeting.
True happiness comes not from competition with others, but from competition with ourselves. To be able to look back at yesterday, last year, or a decade ago, and know we are a better follower, a better leader, and a better person than we were at that time.
Given the aches and pains of this running season, it's hard to say that 2025 Jacob is a better runner than 2024 Jacob. But I'm working each day to ensure the former is a better person than the latter.
And that's the lesson I hope my daughter took from our father-daughter run this week, and the lesson I hope we all take with us.
What is the Purpose of Business?
Let's talk Leadership and United Healthcare for a moment.
15 years ago, its stock was worth less than $30.00. In December of last year, it was worth over $600.00. That's a 20x increase in value in 15 years. Not 20%. Not 200%. That's 1900%.
For comparison, that outperformed the S&P 500 by about 1500%. This company was the epitome of how to make profit.
That is, until it wasn't.
Since the horrific assassination of its CEO in December, United Healthcare has seen a precipitous fall. Leadership struggles. National scandals. Consumer backlash. And a stock price that now hovers at less than half of what it was six months ago.
I cannot begin to fully understand how this all came to be, but I have a theory that anyone who has ever worked with them might also conclude: UHC has for years placed profits over purpose, and in doing so has lost its way.
The goal of any business cannot solely be to make profit. Yes, money is necessary, but it must first serve a purpose, and that purpose must be valuable enough to someone that they become a customer. Only then, can the business actually make money.
Purpose. Then people. Then profits.
If the business started with a purpose, and served its customers well, it likely made money as a result. But if profits later become the sole driver--as so many companies look to satisfy shareholders with quick dollars rather than sustained success--then the purpose becomes diluted. And the people, the customers who once found value in the company, become jaded, frustrated, or even angry.
Of course, insurance companies are inherently in a unique business. The only time a customer needs them is when something isn't going right. Illness. Car accident. Loss of a loved one. In those times, customers can be short. They can be demanding. They can be frustrated. Could any company survive in that environment?
The short answer? 100%.
A company that knows its purpose, and seeks to serve its people, can absolutely thrive when its customers are at their lowest. They can help navigate doctor's offices. They can refer to the best repair shops. They can be an empathetic shoulder to cry on. These actions create customer loyalty, which in turn, creates profit for the business.
Yet, if you call UHC today, you'll be on hold far longer than you talk with an actual human. That human you do talk to won't be empowered to fix any real problems. And the real problems you are experiencing are a product of a company that places far more value on denying service than providing it.
But cutting back on customer service staff makes money. Not training the staff you do employ saves money. Denying coverage on medical services that a person's physician deems necessary saves money. And all that money saved goes to the bottom line and reflects in the stock price.
That is, until it doesn't.
And that brings us to today, with UHC's stock price tanking as they are under investigation for potential Medicare fraud. In pursuit of profit, UHC has found anything but.
Can putting pursuit of profit above all else make money? Absolutely, for a time. But maximizing profit while sacrificing quality of product and/or meeting the needs of your customers it is not a sustainable strategy long term. Eventually the bottom will fall out.
Every business should strive to make the most money it can, but not by championing a lackluster product or ignoring customer concerns. Turning 8% growth in Q1 into 10% growth, if at the expense of what differentiates your business from the competition, is a terrible trade off.
Profit is important for a business. But it cannot be the only thing that matters.
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