WORK MATTERS

Every October as Halloween rolls around, I can’t help but smile at the parade of pint-sized superheroes that show up at my door—capes flying, masks slipping, plastic pumpkins in hand. For children, being a superhero isn’t about job titles or annual reviews. It’s about having a special ability—like Superman flying or Spiderman swinging from webs—and using that talent to accomplish great things. To help the vulnerable, battle evil, and serve the cause of justice. To kids, being a superhero is to embody both the gift and the call. 

As adults, we can lose touch with that kind of imaginative clarity. But maybe we shouldn’t. It’s worth reflecting on our own superpower.

What’s your unique gift—and how do you use this talent to transform your workplace?

We used to be asked about our greatest strengths in interviews. Today you may find yourself being asked about your superpower. While a strength is something you’re good at, your superpower is what distinguishes you, energizes you, and shapes your environment. It’s more than mere capability. We all can do many things well. Your superpower is your signature strength—performed consistently and exceptionally—that defines your work and shapes your workplace.

So while you may have a dozen strengths, you will likely have only one or two superpowers.

Sometimes this is more easily seen in others than in ourselves. Think of your best boss. That effective leader you most admired, who was the epitome of leadership for you. What made him or her stand out? When you think of them, what’s the aspect of their leadership that you most valued and counted on?

It’s more than skill, it’s impact. The person did something so uniquely well that you couldn’t help but take notice.

Take Steve Jobs. His superpower wasn’t just intelligence or charisma. It was vision—his ability to see what others couldn’t, believe in it fully, and then doggedly will it into existence. He didn’t just imagine the future—he built it.

With Warren Buffett, it’s something quieter. His superpower is humility. A quiet, unassuming confidence and steady adherence to his values and philosophy, even when others around him were chasing trends or panicking in uncertainty.

Your superpower might not be a quality you’d expect. Consider bestselling author Brené Brown. Her superpower is vulnerability—not just the willingness to be open, but the courage to lead with it. She built an entire leadership philosophy around the power of authenticity, creating space for trust, connection, and growth. In a world that often equates strength with bravado, she turned vulnerability into a superpower that resonates across boardrooms and classrooms alike.

Not all superpowers are headline-grabbing. Some of the most important are quiet: empathy, trustworthiness, follow-through. The teammate who remembers every birthday and every deadline. The manager who makes the Monday meeting feel like a safe place where innovation thrives. The coworker who stays late to help a colleague get across the finish line.

Your superpower may not come with applause. But it will come with impact.

The good news: We all have one. Maybe two. Your superpower is not about being better than others—it’s about showing up fully as yourself, using your gifts in service to your team, your mission, and your own sense of purpose. It’s transformative—you influence others and shape the environment around you.

So pause and reflect. What kind of work feels effortless, yet meaningful? When do you feel most like yourself—engaged, alive, and effective? Think back to the moments when others have said, “That’s what you do best.”  And ask yourself this: If you stepped away tomorrow, what would your colleagues or friends miss most?

The answers won’t just tell you what you’re good at. They’ll point to the impact your presence makes to those around you.

In a world full of capable people, your superpower is what makes you irreplaceable.

And for those of us in leadership, our work is incomplete unless we’re helping others discover theirs. Great leaders draw out the gifts in others. Our calling is to help our teams discover and develop their superpowers, to celebrate their unique contributions, and to create the context in which they can truly flourish.

As a college professor, I’ve been in regular conversation with 18- to 22-year-old business students since the mid-90s. And while things have changed, in many ways, students are the same. Most are hardworking; some could concentrate more. Many are laser focused on their future; some can’t decide on a major. But all of them are in a season of life that invites big questions: What kind of life do I want? What matters most?

In my business ethics class, we talk about the place of work in our lives. Its importance, blessings, and challenges. “You’ll spend a third of your life in your career,” I tell my students. “You want that work to matter.” And I know many of them will work hard. They’ll show up early, put in long hours, and pour themselves into their careers. But before they begin that long race, I encourage them to pause and ask a fundamental question: What are you chasing?

Whatever metaphor you use, the grind, climbing the ladder, or the rat race, the question remains: What are you running toward? Is it just a paycheck? A title? The prestige of being “in charge”? There’s nothing wrong with wanting financial security or career success. But if we don’t take the time to examine what we’re really after, we risk feeling unfulfilled—or worse, realizing we’ve been chasing things that don’t matter.

Every fall, there’s usually a sports clip on the local news of a high school football game where the ball is fumbled. A defensive player picks it up and starts running with great enthusiasm and determination. Down the field he goes, giving it all he’s got—only to realize that he was running toward the wrong end zone. It always gets a laugh, and we can relate. Truth be told, we’ve all been guilty of running hard in the wrong direction. 

We’ve all chased things that didn’t matter. Poured ourselves into projects that left us empty. Clung to priorities we later realized were misplaced. When I ask students, “What do you want?” they often answer quickly: a good job, a nice house, to get married, to have fun and adventure. But when I then ask, “What do you really want?”—that’s when the room gets quiet. Their brows furrow. The answers come slower, and from a deeper place.

One says, “My parents struggled all their lives. What I really want is financial peace—for myself and my family.” Another shares, “We moved all the time. Growing up was chaotic. I just want a home with stability and belonging.” One remembers a father who came home exhausted and miserable every day: “I want to enjoy my job, not dread it.” Another puts it simply: “I want to love and be loved. Work matters, but there’s more to life than that.”

The most common response I get is some variation of this: “I don’t just want a job for 40 years, I want to do something meaningful. Yes, I want to make money, but I really want to know my work makes a difference.”

That’s the power of the question: What do you really want? It gets to the heart of our motivations. It brings to the surface our values and clarifies our priorities.

Most of us have, at one point or another, let someone else define success for us. We’ve been pulled by pressure, driven by comparison, or distracted by shiny but empty goals. But the good life isn’t about running the fastest—it’s about running in the right direction. Giving ourselves to work that matters. Aligning our actions to our values. Holding fast to the things that matter most.

There’s nothing wrong with wanting a good paying, secure job or a successful career. We all want these things. What matters is that we stay mindful of what’s most important—and don’t lose ourselves or our values in the process.

For those of us who lead teams, here’s the takeaway: Your people are chasing more than a paycheck. They want to know their work contributes to a larger purpose—that it matters. As leaders, we must listen, provide opportunities for growth, and help them connect the dots between their daily work and the larger mission. Great leadership is about helping people flourish—not just professionally, but personally.

So ask yourself: What do you want? And what do you really want?

Because you don’t want to get to the end of the race—and realize you’ve been running hard in the wrong direction.

“You don’t build a business. You build people, and people build the business.”
—Zig Ziglar

August brings with it that unmistakable “first day” feeling. There’s an energy to it—nervous, hopeful, expectant. Whether it’s the first day of school or the first day on the job, beginnings matter.

I remember my first day of law school. The orientation wasn’t only about schedules or where to find the bookstore. It was carefully designed to help us see ourselves differently. We were being invited into a profession—called to something meaningful and challenging. Yes, there were warnings about the workload, but there was also a strong message of belonging. The faculty and staff reminded us that we had what it took to succeed, and that we would find support in the law school community.

At Texas Lutheran University, we take a similar approach. We know that the first few days on campus—for undergraduate students and their families—are about more than logistics. They’re about setting the tone. We want students to feel known and welcomed. We want parents to feel confident, not just in our facilities, but in our people. We work to ensure that students meaningfully connect with faculty, advisors, coaches, and mentors early. Not just to receive information, but to receive a vision—a vision of what this experience could be.

In both school and business, how we start sets the stage for everything that follows.

In the workplace, we often call it onboarding. And like a first day of class, it can be done with intentionality or it can be rushed and impersonal. Too often, onboarding becomes little more than a checklist: Here’s your email login. Sign these forms. Read the policy manual. Watch this video. 

But what if we saw onboarding differently? What if we understood it as a strategic opportunity—not only to inform, but to inspire?

The best onboarding experiences do more than introduce rules. They introduce culture. They share stories. They help employees understand why the company exists, how their work contributes, and what it looks like when they succeed.

They communicate the mission in a compelling manner and invite the new employee to embrace the vision.

When we treat onboarding as a throwaway step—something to get through—we waste one of our best opportunities to shape company culture. But when we treat it with care and creativity, we help new team members begin with confidence and clarity of purpose.

And most importantly, we help them feel like they belong and anticipate how they will contribute.

That’s what great leaders do. They don’t just deliver information—they cast a vision. They don’t just say, “Here’s your job”—they say, “Here’s why it matters.” They don’t just build businesses—they build people.

That first day matters. It always has.

As a professor, I think of the first day of class. “Syllabus day,” we often call it. It’s tempting to move quickly through policies and outline assignments and let everyone out early. But I’ve come to see that initial class introduction differently. Not only as a preview, but as a moment to inspire.

The syllabus matters, of course. But so does the story. The big questions we ask on day one—for example, in my business ethics class: Where do your values come from? What are your three core values? Who do you most admire? These shape the way students approach the semester ahead and hopefully inspire them to reflect and dig deeper.

The same is true in business. The first few days of a new role are when people form their impressions, begin building habits, and start to get a feel for the culture. If we want the team to be collaborative, customer-focused, and mission-driven, we can’t assume new members will figure it out or pick it up on their own. We have to show them. We have to live out who we are.

That’s what great onboarding does. It’s not a task. It’s a chance. A chance to shape a career and a company. A chance to create belonging. A chance to say, “You matter here. And what you do and how you do it matters here.”

At the end of the day, our organizations are not buildings or policies. They’re people. And every person brings gifts, aspirations, fears, and potential.

Let’s not waste the first day.

Let’s use it well.

If you haven't heard of the Savannah Bananas, you're missing one of the most entertaining—and disruptive—stories in sports. Founded by Jesse Cole, the Bananas have turned baseball on its head: Think pitchers on stilts, choreographed dances mid-inning, and fans catching foul balls counting as outs. Games are capped at two hours, bunting is banned, and a walk turns into a sprint.

To traditionalists, it’s chaos. Sacrilege. But to Banana Ball backers? It’s magic. Cole didn’t just want to run a baseball team—he wanted to create an unforgettable spectator experience. Inspired by P.T. Barnum and Walt Disney, he rebuilt the game around fun, speed, and spectacle. As one commentator stated, “I went to a circus and a baseball game broke out.” Today, the Bananas are selling out massive stadiums and generating a waitlist of three million. It’s bananas.

What can business leaders learn from this? More than you might think.

1. Turn Customers into Fans

Jesse Cole understood early on that customers aren’t just ticket holders—they're potential evangelists. Every interaction, from ticketing to trick plays, is crafted to delight. The “Banana Nanas” senior dance team, the breakdancing umpire, and choreographed team entrances aren't just gimmicks—they’re moments designed to be shared, celebrated, and talked about.

The business takeaway: Memorable experiences engage customers and create brand loyalty. Disney has known this for decades, seeking to infuse magic into each interaction. Cole simply applied that mindset to baseball.

Ask yourself: Is your customer journey merely hum-drum and transactional—or purposeful and unforgettable? Whether you’re selling coffee, financial services, or car repair, every touchpoint is an opportunity to meaningfully connect. Treat customers like fans, and they won’t just come back—they’ll bring others with them.

2. First Impressions Are Just the Beginning

Cole obsesses over first impressions. From the moment guests arrive, the show begins. Parking attendants in costume, players welcoming guests outside the gates—it all sets the tone. But more importantly, each game tells a story. There's anticipation, surprise, and participation. Fans don’t just watch—they become part of the action.

In business, this translates to onboarding, branding, and service. Do your customers and new hires feel welcomed into a narrative that speaks to their values and needs? Is your brand consistent, intentional, and engaging from the first interaction to the last?

Great brands don’t just communicate facts—they convey emotion and invite participation into a bigger narrative. Think of a company or product that people have a deep connection to – here in Texas you might think of Buc-ee’s, Blue Bell, HEB, Whataburger or Yeti– and the emotions each brand evokes. Great brands align on a human level and view what they do as not just selling a good or service, but creating a relationship.

3. Dare to Be Different

Cole’s willingness to rewrite the rules isn’t as much about shock value as it is about stripping away what no longer serves the experience. Games are faster, more fun, and full of surprises. Some ideas flop. But others become viral hits.

For businesses, the lesson here is simple but powerful: Don’t be afraid to experiment. Innovation is born out of risk-taking and thinking outside the box. Leaders who create space for trial and error often find breakthroughs. Google’s “20% Time” for employee projects to encourage experimentation is a perfect example. Not every idea will work, but those that do can be game-changing.

Are you clinging to “the way we’ve always done it”? What might happen if you challenged a long-standing assumption in your industry?

Cole’s mantra is simple: “If it’s normal, do the opposite.” While not every company needs to be outrageous, every business can benefit from questioning convention and prioritizing customer delight over predictability.

Conclusion: From Customers to Fans

Chances are you’ll never run a baseball team, but your audience still craves connection, joy, and meaning. Jesse Cole didn’t just revive a struggling franchise—he reimagined what a sporting event could be. And people responded in droves.

For business leaders, the lessons are clear: Customers are more than consumers—they’re potential fans. If you’re willing to break tradition, tell a compelling story, and create ‘wow’ moments people remember, you won’t just get customers. You’ll create fans, evangelists for your brand.

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Mark Peacock serves as MBA Director and Associate Professor of Business at Texas Lutheran University in Seguin, Texas.

As we approached finals and the end of the school year, I asked my students, many of whom are athletes, “What’s your favorite moment in sports?” Is it fourth and inches on the last snap of the game? Is it the walk-off home run that clinches victory? The long three-point basket as the buzzer sounds?

For many, it’s that moment when the impossible becomes possible—when the underdog steps up, and their preparation and hard work meet in a decisive moment.

For me, it’s at a cross-country meet. But not at the time you’d expect. It’s not that heart-pounding moment when leading racers push through the final stretch and cross the tape to the roar of the crowd. As thrilling as that is, my favorite moment in all of sports happens about fifteen minutes later.

The crowd has thinned, the race decided, high fives and hugs exchanged. The excitement has moved on.

But out on the course, there’s still one runner pressing forward. The final runner. The one who’s far behind but still giving everything she has to finish.

As she emerges in the distance, her teammates and parents line the path, cow bells clanging, cheering her on. “Go, go, go!” “Almost there!” The agony of the race is on her face, but she digs deep and drives to the line as her team applauds her effort as if she had won it all.

That moment—that grit, that perseverance, that heart—is my favorite thing in all of sports.

The race, for all practical purposes, is over. In most circumstances, we'd be tempted to coast—or quit. But the spirit of the team—and the deeper ethic of the sport—says otherwise: You press on. You finish strong.

That moment resonates because it reveals something deeper—the best of what sports can teach us: It’s not just about winning, but about something bigger.

It’s in these home-stretch moments that character is revealed. There’s something sacred about finishing well. We honor those who, despite their circumstances, give it all they've got, and in so doing honor their sport, their journey, and their parents, team, and coaches.

I think about a bright student I once taught, about to graduate. When it came time to submit his final project, he told me, “I didn’t do it.”

“Didn’t do it? What do you mean?”

“I looked at my grade, calculated a zero on the project, and figured I’d still pass with a C. So I didn’t do it.”

I will always remember that student—but not for good reasons. He didn’t finish strong. Here he was at the culmination of his educational journey, and he shrugged his shoulders and quit.

And while he technically passed, I can’t help but think of all he missed. Not just the assignment, but the moment. The discipline. The pride of finishing well. The personal standard he could’ve upheld.

Doing your utmost—especially when no one’s watching or cheering—reveals your mettle. There’s a lesson here for us in business and leadership.

In business, we love to celebrate the big moments—the record-setting quarter, the successful launch, the prestigious award. But real integrity often shows up in the quieter moments. When the deal falls through, the applause fades, or the spotlight moves on—do you still show up? Do you still give your best?

Integrity means you keep running, you see things through. Not because it’ll earn you extra points or accolades, but because that’s who you are. It’s not about the praise or the promotion—it’s about meeting your own high standards. Knowing your work—and your character—deserve nothing less.

But that cross-country scene also reminds us of something else: culture—the spirit of a team that stays to cheer, support, and encourage.

Great teams don’t just run fast—they run together. And great leaders don’t just chase personal success—they lift others toward the finish line. The culture of a team that stays to cheer. The culture of support, encouragement, and shared effort.

I’ve seen it in companies rallying around a struggling colleague, in managers investing extra time to mentor, in teammates staying late to support each other.

These cultures don’t happen by accident. They’re built—deliberately, day by day—by people who choose to honor effort, resilience, and follow-through.

So whether you're sprinting toward a bold new goal or just trying to get through a hard day, remember: How you finish matters.

And sometimes, the most inspiring moment isn’t the victory itself—it’s who you become along the way.

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Mark Peacock serves as MBA Director and Associate Professor of Business at Texas Lutheran University in Seguin, Texas. 

Your Next Chapter: Advice for Graduates

As we approach graduation season, I recall Jerry Seinfeld’s address to Duke University graduates last year. Jerry admonished the grads “do not lose your sense of humor.”  You’ll need it, he said, to “navigate through the human experience.”  Life will bring many things our way, and certainly a sense of humor is essential to maintaining joy and perspective as we go.

As a college professor for almost 30 years, I’ve had opportunities to share similar advice with my business students that I hope can make a difference as they graduate from college and enter the ‘real world.’

Here's some of the advice I give to young professionals beginning their careers:

1. Choose your first boss carefully. Don’t take a position solely based on pay, more important at this point in your career is to find the right boss. The right boss will elevate your career, mentor you for future opportunities, and be a model of professionalism and leadership. A bad boss can stifle your growth, fail to provide guidance and support, and negatively impact your well-being.

2. Develop healthy and professional habits. Develop proper boundaries. Work out and get sufficient sleep. Wake up early. Arrive on time. Eat right. Avoid excess. Dress and speak and act professionally. Be organized. Pay attention to the little things -- for from consistent practices come habits, and good habits will form your character to embody virtue.

3. Keep learning. You gained an important foundation in college, but the world is continually changing. Engaging in lifelong learning will enable you to adapt to these changes, and help you to make new connections, discover new opportunities, and fashion new solutions as challenges arise. It will ensure that you remain innovative in your thinking and engaged in your work and community.

4. Foster a problem-solving mindset. Let’s face it, it’s easy to criticize. Those in leadership positions hear complaints from critics and cynics all day. What they will value, and what will set you apart, is not only identifying challenges, but engaging in thoughtful problem analysis, and then suggesting workable solutions.

5. Listen more, talk less. Ask thoughtful questions and then engage in active listening. You’ll never have a better time to walk into another’s office asking for help and advice than in the beginning stages of your career. They will see you as someone who wants to learn the business, make positive contributions, and grow professionally.

6. Start your Roth IRA. Start now, don’t wait. The impact (and magic) of compound interest means that starting at 22 will result in an astonishingly higher return than starting at 32. To convince yourself of this, input some scenarios into an online investment calculator.  Invest for the long term in a fund with low fees and a proven track record for meeting or beating the market.

7. Be Grateful. There are two ways to live: with thankfulness or with bitterness. Joyful, grateful, positive people will lead you and your career forward. Bitter people will only drag you down. Choose to be grateful. Write thank you notes. Send congratulatory emails. Go out of your way looking for opportunities to encourage and support others, celebrating the little joys, accomplishments, and kindnesses of each day.

8. Accept feedback. “Feedback is the breakfast of champions,” said author Ken Blanchard. It’s not comfortable, but it’s essential if we want to grow and improve. Identify a mentor, someone who can help you clarify goals, facilitate networking and decision-making, and provide constructive, honest feedback.

9. Network. Seek ways to expand your circle both in your profession and your community. Nurturing relationships beyond work broadens your perspective, amplifies your ability to make a positive impact, and increases your overall life satisfaction. You can get involved in countless ways—through your local Chamber of Commerce, fraternal organizations, civic boards, church groups, cultural events, or arts organizations.

10. Guard your reputation. In the end, your reputation will be what makes or breaks you. As Warren Buffett famously said, “It takes twenty years to build a reputation and five minutes to ruin it. If you think about that, you'll do things differently."  Work to gain and keep a reputation for hard work, professionalism, and integrity.

And as you go, don’t rush through life thinking that your ‘real life’ lies somehow around the corner. Find enjoyment and satisfaction in the journey, living each day consciously and purposely. True fulfillment unfolds in the small, everyday moments you choose to cherish. And finally, heed the advice of Jerry Seinfeld, maintain your sense of humor. Life may be filled with serious work and important responsibilities, but laughter keeps it all in perspective.

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Mark Peacock serves as MBA Director and Associate Professor of Business at Texas Lutheran University in Seguin, Texas.

Beyond the Resume: Hiring for Integrity

Great organizations are built on strong values. That’s why leaders strive to create ethical cultures—places where people act with integrity, treat others with respect, and commit to doing right by their colleagues and customers. But this kind of culture doesn’t grow from a mission statement or code of conduct. It begins with the people you hire—and that starts at the interview table.

We often say, “Hire for character, train for skill.” Yet most hiring processes do the opposite. Surveys show that hiring managers spend up to 90% of their time evaluating resumes, degrees, and job experience—asking capability-based questions. Much less time is spent trying to understand who someone is—their values, work ethic, and integrity.

It’s understandable. Skills are easy to spot. You can verify a degree or test software proficiency. But character is harder to measure. And it can feel risky or subjective to ask about a person’s values in a professional setting. But what’s even riskier is hiring someone with the wrong character—and discovering too late that their presence undermines your team’s trust or morale.

The Problem with Only Hiring for Skill

Here’s the truth: I can teach someone how to use a new software system. I can coach them on public speaking or walk them through our policies. But I cannot teach someone to be honest. I can’t train a person to be gracious under pressure or to care about doing what’s right when no one is watching. Those qualities—the marks of a trustworthy teammate—are usually forged long before someone enters your applicant pool.

Inability is easier to fix than dishonesty. A lack of skill may slow down your team; a lack of integrity can destroy it.

Yet if we rarely ask character-based questions in interviews, how can we expect to hire people who reflect our values?

Character Makes the Difference

There’s often a disconnect between how we hire and what we value on the job. Employers may focus on degrees, industry knowledge, and hard skills—but the qualities that often add the most value once someone is hired are things like work ethic, initiative, dependability, and truthfulness. These are character traits.

And they show up in the little things: how someone treats a receptionist, whether they take ownership of mistakes, how they respond to change or pressure, or how they talk about past colleagues. But these signals are easy to miss if your questions are only about accomplishments.

How to Hire for Character

So how do you make character part of the hiring process?

Start by including intentional questions in your interviews. You’re not trying to invade someone’s privacy—but rather to understand their values and approach to life and work. For example:

“Tell me about a time you had to deliver bad news to a manager.” This reveals communication style, honesty, and emotional intelligence.

“What would you do if your best friend at work was doing something unethical?” This explores their moral compass and boundaries.

“Tell me about a time you were asked to compromise your integrity.” Their answer can uncover how they handle real-world ethical dilemmas.

“Who are your role models and why?” This provides insight into the qualities they admire and aspire to.

“What are your three core values, and how do they influence your work?” A simple but powerful way to gauge self-awareness and alignment with your culture.

Beyond the interview itself, there are practical steps to better assess integrity. Verify educational credentials and confirm experience claims. When contacting references, ask them to suggest two others who can speak to the candidate’s character. For roles involving sensitive information or financial access, consider a background check. And finally, observe how candidates interact with everyone they meet—not just the hiring manager. The way they treat administrative staff or potential teammates can speak volumes.

Hiring is Culture-Shaping

Every hiring decision shapes your culture. When you prioritize character, you send a clear message: integrity matters here. You create a workplace where trust is the norm—and trust is the foundation of great teamwork, innovation, and long-term success.

Of course, we still need to ensure candidates have the skills to do the job. But don’t stop there. Ask the deeper questions. Because the right hire isn’t just someone who can do the work—it’s someone who will do it well, with honesty, reliability, and heart.

That’s how you build a great organization—one good person at a time.

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Mark Peacock serves as MBA Director and Associate Professor of Business at Texas Lutheran University in Seguin, Texas.

As we prepare for March Madness to captivate basketball fans nationwide, it’s an ideal moment to reflect on the wisdom of Coach John Wooden, often hailed as one of the greatest coaches in American sports history. Wooden, who steered UCLA to ten NCAA championships in twelve years (1964-75), was more than a basketball strategist—he was a gifted teacher whose principles of character, preparation, and teamwork remain a timeless playbook for leaders in any field.

Character as the Foundation
Wooden famously said, “Be more concerned with your character than your reputation, because your character is what you really are, while your reputation is merely what others think you are.” In today’s business landscape, where ethical missteps can quickly erode public trust, his emphasis on character resonates powerfully.

Character-driven leadership centers on integrity, consistency, and doing the right thing—even when no one is watching. Leaders who embody these traits inspire loyalty and foster a culture of respect. Wooden’s approach reminds us that true success comes from an unwavering commitment to core values. When crises arise, those who prioritize character can guide their teams through turbulence with confidence, knowing that short-term setbacks won’t compromise their integrity.

Preparation Is Key
Wooden’s meticulous focus on preparation was legendary. He even taught his players how best to lace their shoes to prevent blisters, illustrating that details can make or break performance. As he put it, “Failing to prepare is preparing to fail,” a principle that applies as much in the boardroom as on the hardwood.

For business leaders, preparation means studying market trends, anticipating potential roadblocks, and equipping teams with the resources and skills they need. By championing continuous improvement and open communication, leaders encourage employees to refine processes and remain vigilant against complacency. Whether pitching a new product or entering a new market, thorough preparation builds confidence and resilience, helping teams excel under pressure.

Shared Goals, Shared Success
Perhaps Wooden’s most enduring legacy is his focus on teamwork. He defined a team as a group of individuals working together toward a common goal, valuing the contributions of each member. “It is amazing how much can be accomplished if no one cares who gets the credit,” he often said. In business, this ethos underscores how innovation and problem-solving flourish when ego takes a back seat to achieving shared goals.

Teamwork, however, doesn’t happen spontaneously—it’s cultivated through trust, clear communication, and a shared sense of purpose. Leaders who emulate Wooden create environments where collaboration thrives, and every idea is heard. He also recognized the power of individual strengths: players weren’t asked to mirror each other but to integrate their unique abilities into the team’s broader objectives. Business leaders can apply this lesson by acknowledging employees’ talents, offering them ownership over their roles, and aligning their personal growth with organizational goals.

Wooden also championed servant leadership—putting the team’s needs before personal ambition. Business leaders who adopt this mindset see stronger engagement, as people feel supported and motivated to go the extra mile. This culture of respect and shared responsibility fuels both performance and satisfaction.

Building Your Pyramid of Success
One of Wooden’s most influential contributions is his “Pyramid of Success,” which outlines 15 building blocks for true achievement. At its base lie traits such as industriousness and enthusiasm, while at its pinnacle sits competitive greatness—the capacity to perform at your highest level under the greatest pressure.

Each block—from loyalty and cooperation to poise and self-control—represents a trait that leaders can intentionally develop. The Pyramid underscores that success isn’t a single event but the culmination of steady, disciplined effort across multiple aspects of character development. Leaders can draw on this framework to guide both personal development and organizational strategy, focusing on the values and processes that yield long-term, sustainable results.

The Final Buzzer
Regardless of how your March Madness bracket shakes out, we can all take a page from Wooden’s playbook. He taught that true success is measured by the effort, values, and relationships we forge, not just by trophies or accolades. As Wooden put it, “Success is peace of mind, which is a direct result of self-satisfaction in knowing you made the effort to become the best of which you are capable.” It’s a lesson that transcends the basketball court and resonates in every sphere of leadership—long after the final buzzer sounds.

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Mark Peacock serves as MBA Director and Associate Professor of Business at Texas Lutheran University in Seguin, Texas. 

The Enduring Value of Integrity

Each semester, I begin my business ethics course with a story about Samuel from the Old Testament. At first glance, it might seem like an unusual choice to introduce a discussion of ethics in modern business practices. A religious leader from 3,000 years ago—what could he possibly teach us today?

For those unfamiliar, Samuel was the last of the judges of Israel, a leader who guided his people during a tumultuous time. Ironically, he was also the best of them, standing out in stark contrast to the often-disappointing judges who preceded him. Despite his wisdom and integrity, the people of Israel demanded a king to lead them, so that they could be like other nations. Samuel warned them they would regret this choice, but God granted their request, and it was Samuel who anointed both Saul and later David as kings.

Samuel’s farewell address to the nation is a powerful testament to the role integrity played in his leadership:

"Here I stand. Testify against me in the presence of the LORD and his anointed. Whose ox have I taken? Whose donkey have I taken? Whom have I cheated? Whom have I oppressed? From whose hand have I accepted a bribe to make me shut my eyes? If I have done any of these, I will make it right."

“You have not cheated or oppressed us,” they replied. “You have not taken anything from anyone’s hand.” (1 Samuel 12:3-4 NIV)

It’s remarkable: a leader at the end of a long career, asking his people if he had ever wronged them or abused his authority—and their unanimous reply was essentially, “No, you have led us with honor and integrity.”

Samuel stands out in a world where shortcuts, scandals, and self-interest often dominate. He remains a model of integrity.

The Meaning of Integrity

In class, I ask my students to reflect on that word: integrity. What does it mean to them?

Some say it’s about truthfulness or honesty. Others speak of character, authenticity, or consistency. A popular answer is, “Doing the right thing when no one is looking.”

The word itself comes from the Latin integer, meaning whole or complete. Integrity involves being undivided, consistent, and authentic. For a person of integrity, their words and actions on Monday are the same as on Sunday. They treat others with respect, regardless of status or influence. Their actions align with their stated values. 

When we think about leading others, we often immediately jump to what needs to be done. To be sure, much of being a leader is about deciding, communicating, and doing. But it’s important for leaders to reflect on the kind of person they want to be. The kind of reputation they want for themselves and their businesses. Our values shape our decisions, and our decisions shape our character and reputation.

Who’s Your Samuel?

Think about your own life. Who has been a model of integrity for you? When you hear the word “integrity,” who, in your life, comes to mind?

Perhaps it’s your parents, who made great sacrifices to ensure your success. Maybe it’s a steadfast grandparent who lived a life of quiet service. You might think of an unforgettable teacher who believed in you, a coach who guided and pushed you, or a youth group leader who showed you the way. It could be a friend who has stood by you through life’s ups and downs or a coworker who embodies honesty and dependability.

These people are our Samuels—guiding lights of integrity whose lives inspire us to be better.

Application

To sum up this discussion, I ask students this question (rhetorically): Are you living a life of integrity?

This is a question we should ask ourselves regularly, not out of guilt but as a guide. Integrity isn’t about perfection; it’s about striving to align our actions with our values, to live consistently and authentically, even when it’s inconvenient or difficult. For business, this means aligning strategies, leadership practices, and stakeholder interactions with a set of core values, creating a unified, ethical corporate culture.

In the end, integrity isn’t just about how others see us—it’s about who we see when we look in the mirror. And when we live with integrity, we become the kind of people others can look to as their Samuels—models of honor and character in a world that desperately needs them.

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Mark Peacock serves as MBA Director and Associate Professor of Business at Texas Lutheran University in Seguin, Texas. 

Making Plans That Stick in the New Year

Every January, millions of us resolve to improve our lives. We promise ourselves we’ll get fit, save more money, or finally tackle that big project at work. Yet, despite our good intentions and high hopes, most New Year’s resolutions don’t survive the month. Studies show that only 9 percent of people successfully keep their resolutions, while 23 percent abandon them within just one week.

Why do so many of us falter? The problem isn’t the intention—it’s the approach. There are some lessons for us, found in business, which can help guide our planning and execution. Whether you’re a business leader setting strategic goals or an individual aiming for personal growth, the key to lasting success lies in creating plans that are realistic, meaningful, and actionable. Let’s explore how to set yourself up for success in the coming year.

The Resolution Trap

Most resolutions fail because the stated goals are too vague, or overly ambitious, and lack a clear plan for execution. Consider a common resolution: “I want to get healthy.” While the goal is admirable, it lacks specificity. What does “healthy” mean? Is it losing weight, exercising more, or eating better? Without clear parameters and goals, it’s hard to measure progress or know where to start.

Similarly, business leaders might set lofty goals like “Increase market share” or “Improve team productivity.” These aspirations sound great, but without actionable steps, they remain little more than wishful thinking. As management guru Peter Drucker famously said, “What gets measured gets managed.”

Make Goals SMART

A better approach is to use the SMART framework: goals should be Specific, Measurable, Achievable, Relevant, and Time-bound. Let’s revisit the “I want to get healthy” example. A SMART version might be: “I will walk 10,000 steps a day, five days a week, for the next three months.” Note that the goal needs to be Achievable. This means realistic. If your current step count is 3,000 on a good day, such a lofty goal may consistently be out of reach and lead to frustration. The point is our success in goal setting and planning is to challenge and motivate ourselves while meeting all five aspects of the SMART framework. 

For businesses, a vague goal like “Improve team productivity” could become: “Reduce project completion times by 15 percent within the first quarter by implementing new project management software.” SMART goals provide a roadmap, with actionable steps, making it easier to track progress and stay motivated.

Build Habits, Not Just Goals

Studies show that habit formation is critical to achieving long-term goals. While setting goals gives us direction, developing habits creates the foundation for sustainable change. This is true for resolutions and business objectives alike.

For individuals, this might mean focusing on small, repeatable actions that align with larger goals. If your aim is to eat healthier, start by packing a lunch instead of eating out twice a week. For business leaders, consider integrating daily or weekly practices into your routine—like regular team check-ins or reviewing performance metrics every Friday.

James Clear, author of Atomic Habits, writes, “You do not rise to the level of your goals. You fall to the level of your systems.” In other words, success is less about the end result and more about the process you create to get there.

Stay Accountable

Accountability is a powerful tool for making plans stick. When you involve someone else in your goals—whether through regular check-ins or shared commitments—you significantly increase your likelihood of staying on track. An accountability partner not only provides encouragement but also helps you remain focused and committed to achieving your objectives.

For personal goals, share your plans with a friend or family member who can support and encourage you. For business goals, establish accountability within your team. Regular progress updates and transparent communication can keep everyone focused and aligned.

Celebrate Progress

One of the biggest mistakes people make is waiting until they achieve their ultimate goal to celebrate. Small wins are powerful motivators. Recognizing milestones—no matter how small—reinforces positive behavior and builds momentum.

For example, if you’re training for a marathon, celebrate when you hit your first five-mile run. In the workplace, acknowledge incremental achievements, like completing a training program or landing a new client. As noted in the Harvard Business Review, “the progress principle” emphasizes that even small, everyday achievements are among the most powerful drivers of motivation.

Looking Ahead

As we enter a new year (it’s not too late!), consider taking a thoughtful and strategic approach to your plans. Reflect on what truly matters to you, set SMART goals, build sustainable habits, and create accountability systems. Whether you’re striving for personal growth or organizational success, the principles are the same: clarity, consistency, and commitment.

Remember John Maxwell’s wise words: “Dreams don’t work unless you do.” With the right mindset and tools, 2025 can be the year your plans don’t just survive but thrive.

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Mark Peacock serves as MBA Director and Associate Professor of Business at Texas Lutheran University in Seguin, Texas.