In this article, we share how to choose the right coach by focusing on five essentials: formal training, accreditation (like ICF), personal fit, real-world experience, and effective tools. The right coach doesn’t just give advice—they help you unlock your potential and lead with confidence.

Email can be one of your most powerful tools—or a major source of frustration. In The Ten Commandments of Email, Seth Weissman, an executive coach with over two decades of C-suite experience, offers practical advice to help professionals communicate more clearly and effectively via email.

In Ten Texting Tips, executive coach Seth Weissman—who also authored The Ten Commandments of Email—offers practical and insightful guidance on how to communicate effectively over text in a work setting. Given how common texting has become, mastering it as a communication tool is essential.

As founder-led companies grow, a critical shift must occur: leadership must move from a centralized, CEO-driven model to a more distributed, collaborative approach. Scaling an organization means letting go of the "hub-and-spoke" system—where every major decision runs through the CEO—and instead empowering leaders at every level to make informed, aligned decisions closer to the source of information.

C-suite leaders don’t just lead—they serve on two critical teams…

In this insightful article, executive coach and two-time IPO leader Seth Weissman teams up with Kelly McCarthy, a mother of three and fellow business leader, to draw compelling parallels between the stages of parenting and building a company. From the sleepless nights of the seed stage to the rebellious energy of a late-stage startup, Weissman explores how both journeys demand patience, adaptability, and relentless learning. With humor and heart, this article reminds us that whether you’re raising a child or scaling a business, success comes not from knowing all the answers—but from being open to the lessons along the way.

In this article, we explore what it really means to lead leaders. These are not followers. They are intelligent, independent, results-driven individuals who have spent their careers mastering their own domains. Now, at the executive level, they’re expected to collaborate across functions—without losing their edge.

As William Bridges explores in Transitions: Making Sense of Life's Changes, meaningful transitions don’t begin with beginnings; they start with endings. These endings involve much more than just moving away from a familiar role, place, or mindset—they require us to deeply examine what we’re letting go of and why. 

In this article, a deeper dive from my Transitions Primer, Nikki Mor and I will explore Bridge’s five ending milestones: 1. disengagement, 2. dismantling, 3. disidentification, 4. disenchantment, and 5. disorientation. By intentionally engaging with these five stages, we can extract valuable lessons, avoid repeating old patterns, and transition into our next chapter, the Neutral Zone, with clarity and purpose. 

When we are trying to figure out what comes next in our careers, we can create clarity by focusing on the “why”…

First introduced by Aristotle, a first principle is a foundational proposition or assumption that stands alone. We cannot deduce first principles from any other proposition or assumption. For example, economies of scale are a first principle; higher production or purchasing volumes improve efficiencies and lower unit costs. While first principles thinking is great for aligning executive teams, it's equally valuable for aligning management teams with their Board of Directors.

My later stage private company clients frequently ask for guidance on how to build a board of directors. Regardless of what stage the company is in, having a strong and productive relationship between management and the board is very important.

I have long been a fan of first principles thinking. First introduced by Aristotle, a first principle is a foundational proposition or assumption that stands alone. We cannot deduce first principles from any other proposition or assumption. For example, economies of scale is a first principle;  higher production or purchasing volumes improve efficiencies and lower unit costs. …

I recently attended a racing school for the 3rd time. While I also go to the track for open lapping events where I drive my personal car, I don’t actually race…

When we are trying to figure out what comes next in our careers, we can create clarity by focusing on the “why”…

Lawyers often ask me about the principles or practices that I use to train my teams or coach my clients…