Clarity is the stabilizing force inside high-performing organizations — but it must reflect what is authentically true about the business and the team leading it.

In this episode, Keith and James explore the six critical questions of organizational clarity and, more importantly, when it’s time to revisit them. While a company’s core purpose and values should represent its enduring DNA, even those foundational elements can drift, feel inauthentic, or lose their practical impact over time. Meanwhile, strategy, priorities, and roles must be revisited more frequently as markets shift and organizations evolve.

We break down:

The 6 essential clarity questions every leadership team must answer

Which elements should rarely change — and which should be reviewed regularly

How to tell when your purpose or values are no longer authentic

Whether you're a CEO, founder, or executive leader, this conversation will help you diagnose clarity erosion before it turns into organizational confusion.

Because clarity isn’t permanent — but disciplined clarity builds enduring organizations.

Being a leader is about responsibility.

Being a leader of leaders is about restraint.

In this episode, we explore why the most effective CEOs stop executing — and start designing the conditions for others to lead.

Leadership expert Alan Millard breaks down what it truly means to become a leader of leaders, from why micromanagement limits growth to how great CEOs shift their focus toward the future and intentionally “do themselves out of a job.” You’ll learn how to delegate at the mission level, balance execution with strategy and organization-building, and build resilient teams that thrive without constant oversight. If you’re a founder, CEO, or senior leader ready to step out of the weeds and into real leadership, this episode is for you.

In this episode of Org Health Advantage, Keith Hadley and James Felton sit down with Andrew Keyt (Generation6) for a candid, high-impact conversation on what really makes family businesses thrive—or unravel. From founder-to-sibling-to-cousin dynamics to the hidden “hats” people wear (family member, owner, manager, employee), Andrew reveals why most family enterprises don’t fail from strategy—they fail from unresolved relationships. You’ll learn how healthy governance creates clarity, how leaders earn credibility in the “successor’s curse,” why dividends can mask deeper emotional stories, and how to balance “business first” decisions with “family always” commitment—without sacrificing accountability or culture.