Last week I was in Iowa taking my mom to have a basal cell carcinoma removed.

Two nights before her MOHS procedure, my mom didn’t sleep. Probably more nights than that, actually.

Not because anything had gone wrong. Nothing had happened yet.

But in her mind, everything had.

Imagining the Worst, Over and Over

She imagined it taking all day. She imagined complications. She imagined having problems with getting there, with her oxygen, with forgetting to bring her medication. She imagined getting home late at night, exhausted and shaken.

The procedure itself is done in stages. They remove tissue, test it, wait, repeat if necessary. Which means you don’t know how long you’ll be there.

That uncertainty is what kept her awake.

The morning came. We got out of the house, into the car, I drove to the appointment, about an hour away. No catastrophes so far.

The surgery went as smoothly as it could have. One round of tissue removal, testing came back clean, and they stitched her up and sent us on our way.

(And thanks to Halcyon, she got a very needed nap while we waited for the testing.)

We walked out at 2:00 pm.

All that worry was natural. And unnecessary.

Founders Do This Every Day

What my mom did reminds me of what I’ve done and what I have seen my founder clients do.

You don’t know how long the board conversation will take. You don’t know how the investor will react. You don’t know how the reorg will land.

So your mind fills in the blanks.

Worst-case timelines. Worst-case reactions. Worst-case outcomes.

You lose sleep over meetings that haven’t happened. You rehearse arguments that never occur. You brace for disaster that never arrives.

The uncertainty becomes the suffering. And strangely, we would rather live the event in our heads 1000 times in advance than trust our capacity to simply be present in the moment. Many of our rehearsals are far worse than what actually happens. We call it planning, but in the words of coach Michael Neill, it’s really “making shit up to be scared of.”

Here’s what I noticed watching my mom:

The mind hates open loops. It wants certainty, even if that certainty is negative. But most of the time, reality is far more ordinary than the imagination.

The procedure happens. The conversation happens. The decision gets made.

The fear wasn’t foolish. It was human, a program that runs because very occasionally, it’s useful.

But it wasn’t predictive. Or even, in her case, helpful.

What You Actually Fear

If you’re a founder right now, staring at something uncertain, notice this:

You’re not afraid of the event. You’re afraid of the movie your mind is projecting about the event.

Movies feel real at 2 a.m. Especially when they keep looping. But they are not evidence.

Sometimes the bravest move isn’t solving the uncertainty.

It’s walking into it without rehearsing catastrophe. Knowing you have the innate ability to figure things out.

How Long Are You Willing to Delay?

My mom knew she had an issue. She waited a year to go to the doctor.

You’ve probably been waiting, too.

Something you know you need to do, but you think if you analyze, if you wait for the “right time,” you can make sure it works out well.

You can’t know in advance. You can only know, or begin to know, once you take action.

How many times are you going to imagine the good, the bad, and the ugly before you take the action?

How likely is it that the actual result will be better than the one you’re scaring yourself with?

#PickNow

Most of the principles I teach can fit on a single page.

• Your world is internal — a model built, mostly in childhood, to keep you safe.
• Anything that doesn’t fit that model feels threatening.
• Growth requires discomfort.
• Learning requires action.

None of that is complicated.

What feels complicated is letting go of the version of you that built your success.

Why This Is Scary

The leaders I work with don’t have a strategy problem.

They have a loyalty problem.

Loyalty to the achiever. To the performer. To the one who proved everyone wrong.

That version of you worked.

It built the company. It earned the respect. It made you indispensable.

And now one of two things is true. Maybe both.

You’re exhausted. Or you can see, clearly, that if you continue like this, you will be.

Your current identity isn’t sustainable. And biologically, you can’t see beyond it.

The Real Shift

You tell yourself you need to let go — of control, of hyper-responsibility, of the constant edge.

But every fiber of your nervous system resists.

The company needs you. Your people need you. This is a critical time.

So you either push through the fear, or you delay — hoping the next quarter will somehow feel different.

But what if the fear isn’t a signal of danger?

What if it’s simply a sign that the old identity is dissolving?

I’ve seen leaders reset this pattern in two days.

Not by force.

Through clarity. Through finally seeing what’s been running them.

The format is serious. The investment is real. And it’s not for everyone.

If you’re looking for productivity hacks, this isn’t it.

If the idea of not being who you thought you were feels destabilizing, that’s information.

For many people, it’s too much.

For a few, it feels like relief.

At least the watered-down version most of us use.

I know several founders who absolutely see themselves as servant leaders.

What I see is different. I see leaders who routinely avoid conflicts, put others’ needs ahead of their own, and give away all their power.

They call themselves servant leaders to avoid looking at the truth.

Servant Leadership was an incredibly powerful idea in its original form. It was about empowerment of others, yes, but more importantly it was NOT about the leader giving up their own power. It was about the leader exercising that power differently.

Here’s what got lost along the way—

Service Turned Into Appeasement

Serving the growth of people turned into keeping people comfortable. Leaders learned to smooth edges, avoid friction, and soften feedback in the name of empathy. But growth requires tension. When leaders eliminate discomfort, they don’t create safety—they create stagnation.

Power Became Morally Suspect

Instead of being stewarded, authority quietly turned into something to apologize for. Leaders hesitated to decide. Consensus replaced ownership. Responsibility dissolved into process. Power doesn’t vanish when leaders refuse to use it—it just moves underground into politics and resentment.

Empathy Replaced Accountability

Listening became an end in itself rather than a prelude to action. Leaders got very good at understanding feelings and very bad at making decisions and setting standards. Empathy without accountability is just avoidance with better language.

Development Got Replaced By Niceness

The original question—are people becoming more capable and autonomous?—was replaced by are people happy and likely to stay? Being liked became the metric. But developing adults requires saying no, setting boundaries, and insisting on responsibility. Niceness is cheap. Development is not. But only development pays off. And most leaders, at least the kind you want to keep—want to develop and grow.

Emotional Labor Replaced Strategy

Many servant leaders became emotional shock absorbers, taking on everyone else’s anxiety. Over time, teams learned to escalate instead of own. Leaders burned out. Organizations infantilized themselves. What looked like care was actually dependency training. And meaningful progress stagnated.

Actual Servant Leadership Builds Clarity and Boundaries

Remember you are a servant to the company, not subservient to its people.

There are employees who want to learn and grow and challenge themselves. There are employees who just want to be told what to do and to do a good job doing it.

This most recent iteration of servant leadership serves neither.

Ask the following questions—

• Is your team clear who is making each decision (and how)? Especially when it’s not you?
• Are your people learning to make more and more significant decisions, and to be held accountable for them?
• How quickly do you share feedback, both positive and negative?
• Do people feel willing to share positivity and negative feedback with each other, without involving you?
• If your best person left, are you confident another employee could step into that role? What about your best five people?
• Are people who do not want to rise in the organization clear on how to do their jobs well?

Mastering true servant leadership creates the very best (and most valuable) kind of company. The kind that grows itself, and its people, without you.

“Maxxing” is all over LinkedIn these days. 75 Hard. Cold plunges. Supplements. Sleep scores. Net worth trackers. The fantasy is simple: optimize everything and then life will feel meaningful.

It won’t.

Lifemaxxing is just productivity culture wearing spiritual clothes.

It promises control. It delivers anxiety.

Because meaning doesn’t come from winning at life.

It comes from choosing a life.

Lifemaxxing can’t answer the most fundamental question:

Why?

A meaningful life isn’t optimized. It’s committed.

• Committed to people who can disappoint you.
• Committed to work that might not work.
• Committed to saying what you actually think, not what performs well.
• Committed to paths you can’t spreadsheet your way through.

Optimization asks:

“How do I get the most upside with the least risk?”

Meaning asks:

“What am I willing to stand for even if it costs me?”

That’s why meaning feels scary. There’s no dashboard. No scorecard. No guarantee.

And that’s the point.

If you want a meaningful life, stop trying to max everything.

Pick something. Care deeply. Risk being wrong.

Let the friction teach you.

You don’t need a better system.

You need a clearer yes.