Josh Hammonds
@joshuarhammonds
Communication Consultant | Professor | Cinnamon Roll Enthusiast
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We don’t hire people for the experiences they’ve had; we hire them for what those experiences have made of them.
Yes—AI is here Yes—it will replace many manual tasks Yes—some jobs will shrink Breathe. The sky isn’t falling. Half of upper management is still figuring out Outlook invites. Learning new tech always takes longer than we think. The robots aren’t running the office just yet.
If your peace depends on everything going right, that’s not peace — that’s control.
People-pleasing isn’t about pleasing others. It’s about pleasing yourself by avoiding discomfort.
Want to get Promoted? Likability > Competence Research shows: People would rather build skills with someone they enjoy than work with a jerk who already has them.
What makes you lose track of time when you’re doing it? That’s flow. It boosts performance and protects against burnout. Find what absorbs you: • What challenges match your skill? • What work feels effortless? • What environments help you focus? Protect it.
Ask yourself: “What is my communication here trying to accomplish?” ✅ Clarity — Do I want them to understand? ✅ Action — Do I want them to do something? ✅ Belief — Do I want them to think differently? ✅ Recognition — Do I want them to feel valued? Speak with purpose.
Every meeting needs 4 listeners: The Relater: reads people, emotion & unspoken signals The Explorer: connects ideas & sees the big picture The Achiever: turns info into action plans The Fixer: spots details, errors & inconsistencies Which one are you? Which one is missing?
Some leaders would rather cling to the certainty of misery than face the misery of uncertainty.
The companies that thrive are the ones that know when to evolve. That means knowing when to build, when to stabilize, and when to change. It’s not about loyalty to a title. It’s about alignment with the mission.
Whether you’re a startup or a 40-year-old enterprise— Growth requires self-awareness. Not just in the business model, but in leadership capacity. If the skills don’t match the moment, you have to make the change.
That’s when companies bring in: • Change management experts • Consultants who challenge assumptions • Leaders who know how to disrupt—productively The goal isn’t chaos. It’s transformation.
But here’s the flip side: Stable companies can get stuck in routine. Comfortable leadership may resist the very change needed for the next phase of growth. In those moments, the hard truth is this: The current team may no longer be the right team.
Founders are built for vision, agility, and risk. But long-term success requires process, structure, and repeatability. That’s why many step aside after acquisition—making space for change leaders to take the baton.
The skills to start a company aren’t the same as the ones to scale or stabilize it. And the skills to maintain a company aren’t always the ones that help it evolve. That’s why founders move on—and why stable companies sometimes need to bring in fresh leadership.
Leaders, you can be a perfectionist or a procrastinator—but not both. Choose your vice.
It’s not what you say—it’s when you say it. The timing of a message can make the difference between resistance and resonance. Great communicators don’t just craft the right words—they read the room, sense the readiness, and speak when hearts and minds are open.
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