Evan Nierman

Founder & CEO, Red Banyan PR | Author of Top-Rated Newsletter on Communications Best Practices

I'm the Founder and CEO of Red Banyan, an international public relations and crisis management firm that exists to press the truth and deliver results. My team and I specialize in high-stakes PR, cancel culture response, litigation communications, and complex reputational challenges that require creative thinking, strategic clarity, and unshakable judgment.

For more than two decades, I’ve helped CEOs, public figures, law firms, and global brands navigate their most difficult moments. Whether it’s a viral controversy, a legal dispute, or a reputational crisis, I bring deep media experience and a relentless commitment to exceeding expectations.

I’m also the author of The Cancel Culture Curse and Crisis Averted, and I frequently appear on major news outlets like Fox News, CNN, BBC, and Newsmax to share insights on cancel culture, media strategy, and crisis communications.

🔹 Founder & CEO of Red Banyan
🔹 Author of The Cancel Culture Curse and Crisis Averted
🔹 Regular media commentator on PR and reputation issues
🔹 Trusted advisor to executives, attorneys, and public figures
🔹 Featured in Newsweek, PRWeek, The Washington Post, and Forbes

My mission is simple: help people and organizations tell their stories truthfully, strategically, and powerfully—especially when the stakes are highest.

📩 Learn more at www.redbanyan.com

Founder and CEO

Red Banyan Group is a strategic communications firm specializing in public relations, crisis management and marketing.  Red Banyan Group combines creative thinking, steady judgment shaped by experience and a relentless commitment to achieving results for its clients.  Red Banyan offers a wide array of services, including: media relations, crisis management, marketing, corporate communications, litigation support, social and digital media, copywriting and editing and media training.

Reputations don’t fall apart during press conferences. They fall apart in private conversations with your team.

Before the statement. 

Before the lawyers finalize language. 

Before the media calls.

Crisis exposure starts internally.

When pressure rises, executives often shift into control mode. 

Tighter messaging. Fewer voices. More distance.

It feels strategic.

But inside the organization, people are listening for something else.

Ownership. Clarity. Steadiness.

The leaders who protect reputation long term don’t default to defensiveness.

They say:

“I was wrong.” “What’s your take?” 

“I trust you.” “We’ll figure this out.”

Those words do more than motivate.

They lower internal panic. 

They align legal and communications before tension escalates. 

They prevent small issues from turning into cultural fractures.

External reputation is a reflection of internal leadership.

If your language fractures trust behind closed doors, no press strategy will repair it.

Leadership under pressure is measured in tone, not talking points.

Every leader faces a defining moment. Preparation starts here.

Follow for weekly insights on crisis PR and reputation management.

Kindness isn’t soft leadership.
It’s reputation management.

Many leaders assume reputation is built through visibility.

Press coverage. Big announcements. Strong quarterly results.

But reputation inside an organization forms somewhere much quieter.

In daily interactions.

How a leader speaks to people when things go wrong. 

Who gets credit when things go right. 

Who gets defended when they’re not in the room.

Employees remember these moments.

And when pressure arrives, those memories matter.

Because in a crisis, reputation is rarely protected by messaging alone.

It’s protected by people.

People who trust your leadership. 

People who believe you treated them fairly. 

People who are willing to stand behind you when scrutiny begins.

That loyalty isn’t built during the crisis.

It’s built long before it.

Follow for weekly insights on crisis PR & reputation management.

Jeffrey Epstein is dead. The reputational risk tied to his name isn’t. In most crises, I advise clients to engage and push back. This is one of the rare exceptions. 

Watch for my take on why. #cisisPR #reputationmanagement #mediastrategy #epstein

The Prince Andrew arrest, tied to the Epstein scandal, is another blow to the already fragile reputation of the British monarchy. 

This ongoing controversy is a prime example of how reputations can unravel with each new revelation. 

Watch my take on why this situation requires a strategic shift in crisis communication.

#PrinceAndrew #Epstein #BritishMonarchy #CrisisPR #ReputationManagement #CrisisCommunication

Sydney Sweeney shared a makeup-free photo and faced immediate online criticism. It’s a sad reminder of how far some people will go to bring others down for showing authenticity.

The real strength lies in staying true to yourself, regardless of the noise.

#SydneySweeney #OnlineTrolling #Authenticity #SocialMedia

It was an honor to speak at the Chief Outsiders National Meeting yesterday on “The PR Imperative in an AI World.”

As AI reshapes industries, PR plays a critical role in driving growth and powering reputation. 

We explored how AI-driven communications can align sales, marketing, and leadership teams for sustained success.

Thanks to everyone who joined the session! 

Excited to see how AI continues to reshape PR and leadership strategies.

#PR #AI #Leadership #BrandReputation #StrategicCommunications

A live broadcast is never truly “live.” 
There are safeguards for a reason.

The BAFTA controversy raises a bigger question about responsibility, judgment, and where education ends and avoidable harm begins. 

Watch the video for my take.

#BAFTAAwards #CrisisPR #MediaStrategy #ReputationManagement #PublicPerception

Building a company is hard. Doing it alongside someone you trust completely is a gift.

Grateful today for Robbin Lubbehusen, MBA and the steady hand she’s been in building Red Banyan from the early days to where we are now. 

Trust is earned and she’s earned it every step of the way.

#Leadership #Teamwork #Gratitude #RedBanyan

A leader’s reputation is defined in the moments
when everyone else is losing control.

In a crisis, people rarely remember the smartest analysis.

They remember composure.

Panic spreads quickly inside organizations. So does calm.

The leaders who protect their reputations during difficult moments usually do three things well:

-They slow the room down. 
-They focus attention on facts instead of emotion. 
-They communicate clearly while everyone else reacts.

This isn’t about personality.

It’s about discipline.

Because when pressure rises, people look for signals.

If the leader appears controlled, the organization stabilizes.

If the leader appears uncertain, the chaos multiplies.

Crisis leadership isn’t about having all the answers.

It’s about becoming the calm others can follow.

Every leader faces a defining moment.

Preparation starts long before the chaos begins.

Follow for weekly insights on crisis PR & reputation management.

Crisis doesn't just test your strategy.
It tests your character.

And the leaders who rise aren't the ones with all the answers.

They're the ones who show up with clarity, courage, and composure when everything's falling apart.

Here's what the best leaders do differently under pressure:

1. They act quickly, even without all the answers.

Waiting for perfect information leads to paralysis.

The best leaders move fast, acknowledge what they don't know, and take decisive action anyway.

They adjust as they learn more. But they don't freeze.

Speed builds trust. Hesitation breeds doubt.

2. They stay visible.

Disappearing isn't an option.

The best leaders stay front and center—offering updates, answering questions, showing they're engaged.

Visibility signals commitment. Silence signals abandonment.

3. They lead with empathy, not just authority.

Decisions still need to be made. But people need to know you care.

The best leaders acknowledge the impact, show humanity, and connect before they command.

Empathy doesn't weaken authority. It strengthens trust.

4. They keep the message clear and consistent.

Mixed messages fuel confusion and distrust.

The best leaders repeat the same core message—simply, clearly, relentlessly.
Consistency creates clarity. And clarity calms chaos.

5. They take responsibility.

When things go wrong, they don't deflect. They don't blame. They don't hide.

They own it. They fix it. They lead through it.

Accountability isn't weakness. It's the foundation of trust.

Crisis leadership isn't about having all the answers.

It's about how you carry yourself when no one does.

The best leaders rise by staying composed, staying present, and staying human.

Because when everything's uncertain, people aren't looking for perfection.

They're looking for someone steady enough to follow.

Great content doesn’t just build authority.
It drives growth.

Many brands focus heavily on expert, authority-driven content. 

It’s smart. 

It builds credibility and signals depth.

But authority alone doesn’t expand reach.

Growth-oriented content plays a different role. 

It connects expertise to broader conversations and pulls new audiences in—without watering down the message.

The strongest brands balance both. 

Here’s how the most effective brands approach it:

1. Lead with insight, not jargon. Expertise lands better when it’s accessible.

2. Tie experience to real-world moments. Growth happens when people recognize themselves in the message.

3. Vary the packaging, not the principle. The message stays the same. The delivery adapts.

4. Meet people where they are. Authority earns trust. Reach earns attention. You need both.

Authority-driven content proves you know what you’re doing.

Growth-driven content ensures people actually see it.

When those two work together, credibility scales.

Visibility increases.

Reputation strengthens.

This isn’t about changing your message.

It’s about making sure it travels far enough to matter.

Had a great time connecting with Adriana Lynch from Chief Outsiders at their National Meeting in Dallas. Always valuable to share insights with leaders who are focused on helping CEOs scale quickly and strategically. Looking forward to what’s ahead with Chief Outsiders and CEO Coaching International!
#Leadership #CEO #GrowthStrategy

Great to see strong partners together in Dallas last week.

Evan Nierman of Red Banyan and Adriana Lynch of Chief Outsiders connected at our National Meeting while leaders across our network gathered to share ideas and sharpen strategies for the CEOs we serve.

Appreciate the partnership with CEO Coaching International and the shared focus on helping leadership teams move faster and grow with clarity.

The brands people love? They're not the loudest. They're the most consistent.


In my latest article for Entrepreneurs'​ Organization, I break down why brand consistency isn't just a marketing tactic, but the foundation of long-term trust and recognition.

Read the full piece here: https://lnkd.in/eJ3eTj9c
#BrandBuilding #Consistency #ReputationManagement

Open article: The Role of Consistency in Building a Recognizable Brand by eonetwork.org

A woman listens to a speaker at a learning event.

The Role of Consistency in Building a Recognizable Brand

Success brings attention—and scrutiny. One dismissive comment can create controversy that distracts from everything you’re doing right.

Here’s a take on Timothée Chalamet’s remarks about opera and ballet and the reputation lesson behind them.

#TimothéeChalamet #ReputationManagement #CrisisPR #MediaStrategy

Honored to appear as a speaker at this event!  Thank you to Jeffrey Bast, Brett M. Amron and the outstanding team at BAST AMRON LLP.

📣 BAST AMRON LLP‘s 8th Annual Business Advantage Forum is coming up on April 22, 2026!

Our SPEAKER SPOTLIGHT today is on Evan Nierman, Founder & CEO of Red Banyan. Evan is a crisis PR expert and best-selling author who leads Red Banyan, an award-winning strategic communications firm. With 25 years of experience in crisis and reputation management, Evan has guided top executives, public figures, global brands, and political leaders through complex, high-stakes challenges.

His expertise spans reputational risk, public scrutiny, and crisis response, and his insights are regularly sought by major media outlets covering today’s most pressing communications issues. Evan’s work focuses on helping leaders navigate difficult moments with clarity, strategy, and confidence.

For more information and to register and get your tickets, please visit https://lnkd.in/eUEFQRDe

FLORIDA BAR CLE CREDITS PENDING APPROVAL

You do not want to miss out on this great event!

#BastAmron
#BAForum2026
#BAInTheCommunity

ICE-related issues don’t just impact operations, they can shift public perception quickly. Leaders need to stay composed and act swiftly to control the narrative. Read our latest blog to learn how to prepare before the situation intensifies. #CrisisPR #ReputationManagement #ImmigrationEnforcement #RedBanyan

Immigration enforcement can put businesses in a tough spot fast.

If ICE-related activity touches a workplace, a deal, or sparks employee concern, leaders need to stay calm and coordinated: align with legal, communicate clearly internally, and stick to what is verified.

Our latest blog lays out a practical way to prepare ahead of time and respond responsibly if things escalate:
https://lnkd.in/e4B-nGk4

Open article: How Businesses Should Handle ICE-Related PR Risk by redbanyan.com

How Businesses Should Handle ICE-Related PR Risk

I help founders unlock the clarity and confidence to scale from startup to unicorn.  

I’ve coached over a dozen founders who’ve grown their startups from $10M to $1B+ in value (Instagram, Solana, Coinbase, Chargebee, Jet, Fetch, Alto, Etc). My clients have collectively impacted the lives of more than 1B people and created more than $100B in value. 

More at www.davekashen.com

Dave Kashen

Things are changing faster than ever right now. And I’m not willing to bet it will slow down anytime soon. Here’s how to not only survive it, but thrive within it.

There’s been a common thread among founders: a profound sense of tumult and chaos.
 
And it's happening at every level.

The roller coaster of euphoria to terror that comes with fundraising, customer issues, product-market fit, and managing a growing team. 

Add to that the macro environment:

Dramatic policy shifts
Market volatility wiping out trillions overnight
And of course, AI accelerating change beyond what most of us can fully comprehend

And just as we navigate business challenges, we're simultaneously dealing with aging parents, relationship issues, health crises of people we care about, and the growing realization that there's no finish line where challenges simply stop happening.

The chaos isn't going away. The pace of change isn't slowing down. And waiting for external conditions to stabilize before you can find peace is a bet I wouldn't take.

So here's how you can navigate the storm and actually thrive in these conditions:

𝟭. 𝗦𝘁𝗼𝗽 𝗰𝗵𝗮𝘀𝗶𝗻𝗴 𝗲𝘅𝘁𝗲𝗿𝗻𝗮𝗹 𝘀𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆

When everything feels overwhelming, our instinct is often to do more, work harder, hustle more, try to catch up.

Your mind says, "If you run fast enough, you'll eventually get ahead of the chaos." This approach hasn't worked yet, has it?

𝟮. 𝗚𝗼 𝘄𝗶𝘁𝗵𝗶𝗻 𝗶𝗻𝘀𝘁𝗲𝗮𝗱

The stability you're seeking isn't out there, it's inside you.

One morning when I felt overwhelmed and nervous about an upcoming group coaching call, my mind urged me to fill my free hour with more planning and preparing.

Instead, I chose a 40-minute meditation. That counterintuitive choice is precisely what allowed me to show up with presence.

𝟯. 𝗙𝗶𝗻𝗱 𝘆𝗼𝘂𝗿 𝗰𝗲𝗻𝘁𝗲𝗿 𝗽𝗼𝗶𝗻𝘁

Take moments throughout your day to close your eyes, breathe deeply, and locate that still point within yourself.

It might be deep within your lower belly, the center of your chest, or simply the space between your thoughts. It may help to balance your attention on both knees or shoulder blades.

This center remains constant regardless of external circumstances.

𝟰. 𝗟𝗲𝗮𝗱 𝗳𝗿𝗼𝗺 𝘀𝘁𝗶𝗹𝗹𝗻𝗲𝘀𝘀

Your team, investors, and customers don't need you to pretend everything is fine.

They need you to remain centered when it isn't so you can creatively respond to whatever life brings.

𝟱. 𝗕𝗲 𝗸𝗶𝗻𝗱 𝘁𝗼 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳

As my coach once told me, "Go as far into the darkness as you can without extinguishing your own light."

Know your limits. Turn down the volume when needed.

The chaos will still be there when you're ready to face it again, and you'll face it from a place of strength.

These practices are what I believe the world is calling forth from us more than ever.

And as I always say, your startup journey, with all its challenges and chaos, can be the perfect dojo for your personal and spiritual development.

I’ve competed in about 15 triathlons and despite years at Goldman Sachs and a world's top hedge fund, I found one of my most important leadership lessons while training for and competing in those races.

This was years ago, early in my Bay Area days when I just moved out from New York. 

I was really depressed being in a new city, lonely not knowing many people, and being totally heartbroken from a relationship that didn’t pan out.

I remember taking walks every day from the office, calling my mom, just crying.

That's when I signed up for Team-in-Training, the Leukemia and Lymphoma Society's endurance program to start running in triathlons.

I figured it would get me out of my funk, meet new people, and make new friends.

𝗕𝘂𝘁 𝗜 𝗵𝗮𝗱 𝗻𝗼 𝗶𝗱𝗲𝗮 𝗶𝘁 𝘄𝗼𝘂𝗹𝗱 𝗽𝗮𝗿𝗮𝗹𝗹𝗲𝗹 𝘁𝗵𝗲 𝘁𝘆𝗽𝗲 𝗼𝗳 𝘁𝗲𝗮𝗺 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗜'𝗱 𝗹𝗮𝘁𝗲𝗿 𝗵𝗲𝗹𝗽 𝘁𝗵𝗲 𝘄𝗼𝗿𝗹𝗱'𝘀 𝗯𝗲𝘀𝘁 𝗳𝗼𝘂𝗻𝗱𝗲𝗿𝘀 𝗯𝘂𝗶𝗹𝗱.

What made that team different from every other high-performing group I'd been part of was that 𝘁𝗵𝗲 𝗶𝗻𝘁𝗲𝗻𝘁 𝗯𝗲𝗵𝗶𝗻𝗱 𝗲𝘃𝗲𝗿𝘆 𝗶𝗻𝘁𝗲𝗿𝗮𝗰𝘁𝗶𝗼𝗻 𝘄𝗮𝘀 𝗰𝗿𝘆𝘀𝘁𝗮𝗹 𝗰𝗹𝗲𝗮𝗿.

When coaches gave feedback ("keep your fingers closer together when you swim" or "raise your legs higher to reduce drag") it never felt like criticism.

It felt like constructive feedback. Always. 

Because you knew it was coming from someone who wanted you to succeed, who cared about you, who was trying to support and help you.

There was no negative reinforcement. Just: "You can do it. We believe in you." 

𝗧𝗵𝗶𝘀 𝗶𝘀 𝘄𝗵𝘆 𝗜𝘁 𝘄𝗮𝘀 𝗰𝗹𝗲𝗮𝗿 𝘄𝗲 𝘄𝗲𝗿𝗲 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗼𝗻 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲 𝘁𝗲𝗮𝗺.

No hidden agenda, just belief in you and your ability to grow.

And when you're at mile 7 of a half Ironman (after swimming 1.2 miles and biking 56) your body is completely done and your mind is offering you a dozen reasons to walk.

But then you hear someone shout "Come on, come on!" 

And it carries you forward because someone else believes you can do what you aren't sure you can even do yourself.

When that's the frame, feedback feels like help, not judgment. Accountability feels like care, not pressure.

I joined Team-in-Training to escape depression, but what I'd found was the answer to a question I didn't even know I'd be asking years later:

"𝗪𝗵𝗮𝘁 𝗺𝗮𝗸𝗲𝘀 𝗮 𝘁𝗲𝗮𝗺 𝗲𝘅𝘁𝗿𝗮𝗼𝗿𝗱𝗶𝗻𝗮𝗿𝘆?"

It's when "I want you to win" is the assumption behind every interaction.

And that's when people break through barriers they never imagined crossing.

Are you willing to receive 10% more?

To open your heart and feel how much you’re loved? Appreciated? Adored? Respected? Admired?

To open your eyes and see all the goodness? The gifts? The kindness? The joy? The beauty?

Our minds tend to see the most negative parts of ourselves and our lives - what’s not yet working, what’s not yet improved, what’s not yet healed.

Our experience is limited by how much we’re willing to open and receive. By how much we defend ourselves from the intensity of intimacy, joy, gratitude and beauty.

We’re more scared of losing ourselves in peace, freedom and bliss than of the familiar sadness, fear and anger.

Just for now, could you open your eyes and heart and let more joy, gratitude and love in?

After coaching hundreds of founders, I've learned the real reason they keep their calendars packed.

𝗜𝘁 𝗵𝗮𝘀 𝗻𝗼𝘁𝗵𝗶𝗻𝗴 𝘁𝗼 𝗱𝗼 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲 𝘄𝗼𝗿𝗸.

A quote comes to mind:

"𝗠𝗼𝘀𝘁 𝗼𝗳 𝗺𝗮𝗻'𝘀 𝘀𝘁𝗿𝘂𝗴𝗴𝗹𝗲𝘀 𝗰𝗼𝗺𝗲 𝗳𝗿𝗼𝗺 𝗵𝗶𝘀 𝗶𝗻𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝘁𝗼 𝘀𝗶𝘁 𝗾𝘂𝗶𝗲𝘁𝗹𝘆 𝗮𝗹𝗼𝗻𝗲 𝗶𝗻 𝗮 𝗿𝗼𝗼𝗺."

I think the reason we have such a hard time being still is because there's some feelings we've been avoiding.

Once we get still, those feelings start to arise.

So we busy ourselves again.

If you think about founders, some of the busiest people I know, probably in the world, it's interesting to wonder 𝗵𝗼𝘄 𝗺𝘂𝗰𝗵 𝗼𝗳 𝘁𝗵𝗲𝗶𝗿 𝗯𝘂𝘀𝘆𝗻𝗲𝘀𝘀 𝗶𝘀 𝗷𝘂𝘀𝘁 𝗮𝘃𝗼𝗶𝗱𝗶𝗻𝗴 𝘀𝗼𝗺𝗲 𝗳𝗲𝗲𝗹𝗶𝗻𝗴 𝘁𝗵𝗲𝘆 𝗱𝗼𝗻'𝘁 𝘄𝗮𝗻𝘁 𝘁𝗼 𝗳𝗲𝗲𝗹.

One founder I worked with had been acting like a fractional president across all the companies in his studio. He was in the companies, doing a bunch of stuff.

And then he said, "Hey, this isn't what I want. I want to shift."

Everyone was supportive. Nobody cared in the way he feared they would. They were all like, "𝘎𝘳𝘦𝘢𝘵, 𝘨𝘰𝘰𝘥 𝘫𝘰𝘣."

And then his calendar got pretty empty.

And anxiety showed up. Sadness showed up. They showed up together.

He told me: "This is new. This is different. I can almost feel what I've been running from for so long."

The lies we tell ourselves are fascinating.

When he was at his first company running the business as CEO, it was really easy to say: "I'm the CEO, this is my first company, it's all my livelihood. I must stay busy in order for it to be successful, to make money, to feed my family."

But now his setup is different. There are people running all the businesses.

It's objectively false that he has to stay busy for these things to do well.

But the feeling is just as present.

“𝘐𝘧 𝘐'𝘮 𝘯𝘰𝘵 𝘣𝘶𝘴𝘺, 𝘐'𝘮 𝘯𝘰𝘵 𝘸𝘰𝘳𝘵𝘩𝘸𝘩𝘪𝘭𝘦.”

“𝘐𝘧 𝘐 𝘥𝘰𝘯'𝘵 𝘬𝘦𝘦𝘱 𝘮𝘺𝘴𝘦𝘭𝘧 𝘣𝘶𝘴𝘺, 𝘵𝘩𝘦𝘳𝘦'𝘴 𝘢 𝘱𝘳𝘰𝘣𝘭𝘦𝘮.”

We organize our entire lives to avoid feeling certain feelings.

Keeping calendars packed. Staying constantly busy. Never sitting still.

And when things get quiet and those feelings start to arise, we busy ourselves again and the cycle continues.

How much of your busyness is actually avoiding something you don't want to feel?

One of the most common things I hear from founders is some version of: "𝘸𝘩𝘺 𝘥𝘰𝘦𝘴 𝘮𝘺 𝘵𝘦𝘢𝘮 𝘬𝘦𝘦𝘱 𝘥𝘰𝘪𝘯𝘨 𝘵𝘩𝘪𝘴?"

After 16 years of coaching, I've learned the answer is almost always the same: 𝗧𝗵𝗲 𝘁𝗲𝗮𝗺 𝗶𝘀 𝗺𝗶𝗿𝗿𝗼𝗿𝗶𝗻𝗴 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝗶𝗻 𝘁𝗵𝗲 𝗳𝗼𝘂𝗻𝗱𝗲𝗿.

If you assume the worst, the people around you become fearful.

If you catastrophize and ruminate on worst case scenarios, they become reactive.

If you judge yourself harshly, they feel like they're never enough.

If you avoid conflict, they learn to say what you want to hear.

If you hold on to control, they stop taking ownership. 

If you lead from fear, they lead from fear.

When I work with founders, we almost always start here, with the internal patterns the organization is reflecting back. And there are five of them that shape your leadership, your culture, and your company's ceiling, each one rippling outward in a specific, predictable way.

Because I've seen it over and over: when a founder shifts these patterns, the culture becomes more resilient, more clear, and more alive.

I've put all five into 𝗮 𝗳𝗿𝗲𝗲 𝗴𝘂𝗶𝗱𝗲 that covers the internal frameworks unicorn founders use to bring out the best in themselves and their teams.

Comment “𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸𝘀” and I’ll send you the guide.

"𝙄 𝙛𝙚𝙚𝙡 𝙡𝙚𝙨𝙨 𝙖𝙣𝙙 𝙡𝙚𝙨𝙨 𝙚𝙣𝙩𝙝𝙪𝙨𝙞𝙖𝙨𝙩𝙞𝙘 𝙖𝙗𝙤𝙪𝙩 𝙜𝙤𝙞𝙣𝙜 𝙞𝙣𝙩𝙤 𝙬𝙤𝙧𝙠 𝙚𝙖𝙘𝙝 𝙙𝙖𝙮." This is how one of my clients described his startup journey to me. Successful by every external measure: over $100 million raised, thousands of customers, over 200 employees. 

But something had shifted.

"𝗜𝗻 𝘁𝗵𝗲 𝗲𝗮𝗿𝗹𝘆 𝗱𝗮𝘆𝘀, 𝗜 𝗹𝗼𝘃𝗲𝗱 𝗲𝘃𝗲𝗿𝘆 𝗺𝗶𝗻𝘂𝘁𝗲," he continued. "I was coding, talking to customers, solving real problems. Now I spend my time in meetings about meetings, managing politics, feeling pressure to grow just to satisfy investors."

This founder had fallen into the trap that catches almost everyone: 

𝗛𝗲'𝗱 𝘀𝗵𝗶𝗳𝘁𝗲𝗱 𝗳𝗿𝗼𝗺 𝗳𝗼𝗰𝘂𝘀𝗶𝗻𝗴 𝗼𝗻 𝘀𝗲𝗿𝘃𝗶𝗻𝗴 𝗼𝘁𝗵𝗲𝗿𝘀 𝘁𝗼 𝗵𝗶𝘀 𝗼𝘄𝗻 𝗮𝗰𝗵𝗶𝗲𝘃𝗲𝗺𝗲𝗻𝘁.

And when you focus on your own achievement instead of serving others, you end up with less of both.

𝗖𝗹𝗶𝗰𝗸 𝗯𝗲𝗹𝗼𝘄 𝘁𝗼 𝗿𝗲𝗮𝗱 𝘁𝗵𝗲 𝗳𝘂𝗹𝗹 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿 ⬇️

View newsletter: Inner Game of Entrepreneurship

"I feel less and less enthusiastic about going into work each day." This is how one of my clients described his startup journey to me. Successful by e

Open article: The Counterintuitive Path to Getting Everything You Want by Dave Kashen • 5 min read

The Counterintuitive Path to Getting Everything You Want

Imagine you're on a date with money. Would it be a toxic relationship? A distant affair? A desperate clinging? Or perhaps a harmonious partnership?

𝗛𝗲𝗿𝗲'𝘀 𝘁𝗵𝗲 𝘁𝗿𝘂𝘁𝗵: 𝗠𝗼𝗻𝗲𝘆 𝗶𝘀 𝗻𝗲𝘃𝗲𝗿 𝘁𝗵𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺. 𝗬𝗼𝘂𝗿 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽 𝘁𝗼 𝗶𝘁 𝗶𝘀. 

We humans invented the construct that these pieces of paper and digital numbers represent value. 

Money itself is neutral, and what creates suffering is our relationship with it.

Anytime there's something we want but aren't getting, there's a part of us that doesn't want it.

Many founders reveal a clingy, fearful part of themselves that holds tightly to every dollar because it never knows when the next one is coming. 

Simultaneously, they might have a rebellious part of themselves that rejects money altogether, viewing wealth as representing ethical compromise or greed.

This interplay of parts of self shows up consistently in our relationship with money.

And when our internal parts are at war, our actions often reflect that fragmentation.

Leadership decisions feel inconsistent, reactive, or charged with unspoken fear.

As one founder in our community put it: "You can't think long-term when you're constantly thinking about next week's bill."

What this reveals is that your conflicting parts often want the same fundamental thing. 

They just have different strategies for getting there and each of them is fighting for you in the best way it knows how.

Here's how to begin harmonizing your inner parts so they can find peace:
1. 𝗘𝘅𝘁𝗲𝗿𝗻𝗮𝗹𝗶𝘇𝗲 𝗬𝗼𝘂𝗿 𝗣𝗮𝗿𝘁𝘀: Imagine two parties in an arbitration trying to find a solution that works for both of them. Give each part a voice. Let them speak.
   
2. 𝗛𝗼𝗻𝗼𝗿 𝗘𝗮𝗰𝗵 𝗣𝗮𝗿𝘁'𝘀 𝗜𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻: If either part feels like their view is being invalidated or perceived as an enemy, they're less likely to come to the table with an open mind. Both parts deserve respect. Both are trying to protect you.
   
3. 𝗙𝗶𝗻𝗱 𝗧𝗵𝗲 𝗖𝗼𝗺𝗺𝗼𝗻 𝗚𝗿𝗼𝘂𝗻𝗱: Often, just identifying that the two parts want the same thing can help bring them together to collaborate. For example, one part might fear not having enough while another fears becoming greedy. Both just want peace and safety.
   
4. 𝗖𝗿𝗲𝗮𝘁𝗲 𝗔 𝗪𝗶𝗻-𝗪𝗶𝗻 𝗔𝗴𝗿𝗲𝗲𝗺𝗲𝗻𝘁: See if you can accept and even appreciate the parts of you that have been at war with each other. Can you appreciate the part that wants you to be kind and generous? Can you love the part that's clinging to money because it's scared? What if all of those parts could win together?
   
When your inner parts find harmony, you make cleaner decisions, speak with grounded confidence, and lead with vision instead of fear.

The next time you notice inner conflict around finances, remember:
 
𝗬𝗼𝘂𝗿 𝗽𝗮𝗿𝘁𝘀 𝗮𝗿𝗲 𝗮𝗹𝗹 𝘁𝗿𝘆𝗶𝗻𝗴 𝘁𝗼 𝗵𝗲𝗹𝗽 𝘆𝗼𝘂, 𝗲𝘃𝗲𝗻 𝘄𝗵𝗲𝗻 𝘁𝗵𝗲𝘆 𝗱𝗶𝘀𝗮𝗴𝗿𝗲𝗲. 

Listen to them. Honor them. Help them find common ground.

Be honest… how many times this month have you woken up at 3 or 4AM with your heart racing because your mind won't shut off?

You know the moment.

One second you're asleep. The next you're wide awake, replaying the same fears:

"What if we miss this quarter's targets?"
"What if that investor pulls out?" 
"What if my team can tell I'm not as confident as I look?"

You stare at the ceiling. You rehearse conversations. You fast-forward to disaster.
And by sunrise, you're exhausted before the day even starts.

Most founders assume this is just "stress" or "part of the job."

It's not.

This is what happens when your company grows faster than your capacity to hold the emotional weight of leading it.

Here's the pattern I see with nearly every high-growth founder:

When you expand your vision, raise more capital, grow your team, or take on bigger customers… the emotional intensity increases.

Fear rises. Self-doubt appears. Pressure grows. Uncertainty expands.

And when your emotional capacity doesn't grow with it, one of three things happens:

You shrink your vision (because you can't hold the emotional weight of a bigger one)
You escape into coping behaviors (overworking, overthinking, numbing, avoidance)
You collapse under pressure (overwhelm, shutdown, defensiveness)

Most founders misdiagnose these as performance issues.

They're not.

They're emotional capacity issues.

I have a client at $450M valuation, $40M ARR. He told me: "It's getting scarier. There's more intensity."

He'd built the capacity to handle a $25M Series A. But as the company scaled, the intensity increased and he hadn't expanded his capacity to match it.

Here's what most founders don't realize:

Your results are limited by which feelings you're unwilling to feel.

That tightness in your throat before the hard conversation? You avoid it.

That constriction in your belly when you need to fire someone? You delay it.

That panic when you imagine failing? You overwork to manage it instead of channeling that energy into building.

The more you resist the intensity, the more stuck you become.

But here's what changes when you learn to expand your capacity:

The intensity becomes your fuel, not a threat.

Uncertainty becomes creative space, not danger.

And Doubt simply becomes information, not something about your identity.

Elite founders haven't learned to feel less.

They've learned to feel more without shutting down.

That's the Law of Expanding Possibilities, and it's one of the 5 frameworks I teach in The 5 Frameworks Unicorn Founders Use to Bring Out the Best in Themselves and Their Teams.

Inside, you'll learn how to use your startup as your "emotional intensity gym" to strengthen your capacity

Because the intensity you're resisting at 3AM? That's not the problem.

It's your emotional edge. And your edge is where your next level of growth lives.

Comment “Frameworks” and I’ll send you the guide.

For over 16 years, I've watched poor communication erode trust, morale, and alignment in brilliant teams. But I've also seen them resurrect through crystal-clear conversations. Here are 7 frameworks to transform how your team communicates:

1. 𝗙𝗮𝗰𝘁 𝘃𝘀. 𝗦𝘁𝗼𝗿𝘆: 𝗦𝗽𝗲𝗮𝗸 𝗨𝗻𝗮𝗿𝗴𝘂𝗮𝗯𝗹𝘆
We often confuse facts (what a video camera would record) with stories (our interpretations). Use four buckets: Fact ("I notice you arrived 15 minutes late"), Feeling ("I feel frustrated"), Story ("The story I'm telling myself is you aren't valuing our meetings"), Want ("I'd like us to start on time"). By labeling your interpretation as a story, you avoid arguing over "who's right."

2. 𝗖𝗼𝗻𝘀𝗰𝗶𝗼𝘂𝘀 𝗟𝗶𝘀𝘁𝗲𝗻𝗶𝗻𝗴: 𝗛𝗲𝗮𝗱, 𝗛𝗲𝗮𝗿𝘁, 𝗮𝗻𝗱 𝗚𝘂𝘁
Leaders often listen just enough to jump in with advice. Instead: Head (note the literal content), Heart (sense the emotional undercurrent), Gut (intuit deeper wants). Reflect back what you heard and sensed before responding.

3. 𝗖𝗮𝗻𝗱𝗼𝗿: 𝗥𝗲𝘃𝗲𝗮𝗹 𝗬𝗼𝘂𝗿 𝗧𝗿𝘂𝘁𝗵
There's a phenomenon known as "Withhold-Withdraw-Project." Once we withhold our truth, we tend to disconnect. We then see people through the lens of our projected stories, gathering evidence that confirms our pre-existing view and leaving no possibility for repair. The fix: reveal the facts, your feelings, your stories, and your wants directly.

4. 𝗙𝗿𝗼𝗺 𝗔𝘀𝘀𝘂𝗺𝗽𝘁𝗶𝗼𝗻𝘀 𝘁𝗼 𝗔𝗴𝗿𝗲𝗲𝗺𝗲𝗻𝘁𝘀
Most drama in teams and relationships is caused by a lack of clear agreements. "Let's get this done" leaves huge gaps. Agreements include Who, What, and When, and are actually agreed upon ("Will you finalize the hiring plan by Friday at noon?" "Yes, I will.").

5. 𝗔𝗯𝗼𝘃𝗲-𝘁𝗵𝗲-𝗟𝗶𝗻𝗲 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆
Below-the-line accountability uses blame or guilt, killing morale. Above-the-line treats missed goals as chances to learn and grow. Separate the Accounting (what did we say we'd do? What happened?) from the Response (what did we learn?).

6. 𝗧𝗮𝗸𝗲 𝟭𝟬𝟬% 𝗥𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆
When we miss a goal, it's tempting to ask "Whose fault is this?" That's a victim stance. Instead: "How did we each contribute to these missed deadlines? What's the real issue? What can we learn so it doesn't happen again?"

7. 𝗔𝗽𝗽𝗿𝗼𝗮𝗰𝗵𝗶𝗻𝗴 𝗧𝗼𝘂𝗴𝗵 𝗖𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀 𝘄𝗶𝘁𝗵 𝗖𝗼𝗺𝗽𝗮𝘀𝘀𝗶𝗼𝗻
Being candid doesn't mean you have to be unkind. Connect before you Direct. Name your intention. Listen fully. Combining directness with empathy is much more likely to create the intended outcome than simply being blunt.

If there's a silent killer in your startup, it's unspoken assumptions, fuzzy expectations, or resentments left to fester. Solve those, and watch your team unlock new levels of speed and creativity.

(Credit to the Conscious Leadership Group for teaching me most of these frameworks and tools.)

What an incredible day and week! Such a joy to be part of it.

Day 3 of the 2026 One Mind Accelerator opening week focused on leadership, resilience, and the human side of building transformative mental health companies.

The day began with breakfast, sponsored by Marsh McLennan Agency, before moving into a morning Introduction to Conscious Leadership workshop led by Dave Kashen of Quantum Leading. The session invited founders to reflect on self-awareness, values, and leadership practices that support long-term impact. This was followed by a session on Founder Wellbeing as a Driver of Success, led by One Mind CEO Kathleen M. Pike, PhD, underscoring the importance of founder mental health in building sustainable organizations.

After lunch, the conversation turned to innovation at scale with a panel on Bringing Transformative Neuropsychiatric Therapeutics to Market, moderated by One Mind Founder and Chair Garen Staglin. Panelists Ekaterina Malievskaia, MD, MPH (Compass Pathways), Husseini Manji, MD, FRCPC, and Steven Paul, MD (Seaport Therapeutics) shared reflections from the development and launch of Cobenfy, SPRAVATO, and COMP360 (Psilocybin), offering candid insights into scientific, regulatory, and commercialization challenges.

The afternoon continued with a Communications Workshop led by JD Schramm, Ed.D., followed by a high-energy improv session with the Stanford University Improvisors, bringing levity, creativity, and connection to close out the program day. We wrapped up with a networking dinner at Birdie’s at Stanford Golf, continuing conversations in a relaxed setting.

Thank you for another impactful day of learning and building connections!

📸: Photography by Julio Duffoo

#2026OMA #MentalHealth #Innovation #OneMind #Accelerator #BioTech #HealthCare Carmine Di Maro Pushkar Joshi, PhD Sara Shnider, PhD Alli Alford

Why is it that 98.7% of startups never reach unicorn status... while the other 1.3% do?

There could be the same level of skill and talent between founders. Same access to capital. Same market conditions.

But completely different outcomes.

Here's what I've noticed after coaching founders behind Instagram, Coinbase, Solana, Fetch and many more:

The difference shows up the moment something goes ‘wrong’.

Most founders blame. 

Growth is flat? "Team's not executing."
Investor backs out? "Market timing's wrong." 
Key hire quits? "They got a better offer."

And that blame? It quickly kills the culture.

People start hiding mistakes. Creativity drops. Your team waits for you to fix everything instead of taking ownership.

The 1.3%? They do something completely different.

When the same investor pulls out, they pause and get curious: "How did I create this?"

Not to beat themselves up. To take their power back.

Because here's what I've seen over and over: You can't change what you don't accept.

When you fight reality, you stay stuck. When you accept it and take responsibility, solutions appear instantly.

I know this sounds too simple to be the difference between a $50M company and a $1B company... but it is.

Most founders are resisting what's happening, blaming everyone around them, and making every setback feel like a crisis.

Elite founders accept what's happening, own their part, and respond from clarity instead of fear.

And the wild part? Your team mirrors whichever path you choose.

That one shift (from blame to responsibility) is what transforms a founder-dependent company into one where everyone takes ownership.

It's exactly what I break down in "The Top 5 Frameworks Unicorn Founders Use to Bring Out the Best in Themselves and Their Teams."

Inside, you'll get the exact roadmap to shift from victim to creator when things go sideways, so your team stops waiting for you to solve everything and starts leading alongside you.

Comment “Frameworks” and I’ll send you the guide.

"I feel like my job is chief reminder officer," a founder told me during a coaching session a while back, "just constantly saying the same thing again and again."

He was exhausted. His company was burning through runway faster than expected, and despite working only 50 hours a week – less than many founders I know – he felt completely drained trying to keep his team motivated.

"I don't get it," he said. "Other founders work way more hours than me and seem fine. What's wrong with me?"

That question hit me because I'd been there. Years ago, I was grinding myself into the ground every tax season, getting grumpy with my family, feeling tortured by the work. Meanwhile, I knew entrepreneurs pulling all-nighters who seemed genuinely excited."

The difference wasn't the hours. It was something much more fundamental – and it's the same thing that determines whether your entire team burns out or thrives under pressure.

Click below to read the full newsletter ⬇️

"I feel like my job is chief reminder officer," a founder told me during a coaching session a while back, "just constantly saying the same thing again

Open article: How You and Your Team Can Avoid Burnout by Dave Kashen • 6 min read

If you've ever lost a great person on your team and panicked about how the rest of your team will take it, I wrote this for you.

I get into why you're not entitled to your team's loyalty, why you should be genuinely generous before you have to be, how tolerating the wrong people is what actually drives your best people away, and how to paint futures worth being a part of.

Comment "Loyalty" and I'll send it over.

Every hyper-successful founder I've worked with at some point has confessed essentially the same thing to me behind closed doors:

"𝘐 𝘫𝘶𝘴𝘵 𝘥𝘰𝘯'𝘵 𝘬𝘯𝘰𝘸 𝘪𝘧 𝘐 𝘩𝘢𝘷𝘦 𝘸𝘩𝘢𝘵 𝘪𝘵 𝘵𝘢𝘬𝘦𝘴."

Not just occasionally. But more often than they'd ever admit.

They wonder if they're smart enough. 

If they're making the right calls. 

If they can actually pull this off.

Yet here's the paradox that traps most founders: they think this doubt proves they're different from the most extraordinary entrepreneurs like Elon Musk, Sam Altman, or Brian Chesky. 

Those titans must have felt confident all the time, right? They must have known exactly what they were doing.

So when doubt creeps in, your mind creates a devastating story: 

"𝘐 𝘮𝘶𝘴𝘵 𝘯𝘰𝘵 𝘣𝘦 𝘭𝘪𝘬𝘦 𝘵𝘩𝘦𝘮. 𝘐 𝘤𝘢𝘯'𝘵 𝘥𝘰 𝘸𝘩𝘢𝘵 𝘵𝘩𝘦𝘺 𝘥𝘪𝘥."

But it's not the doubt that's destroying you. 𝗜𝘁'𝘀 𝘆𝗼𝘂𝗿 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽 𝘁𝗼 𝘁𝗵𝗲 𝗱𝗼𝘂𝗯𝘁.

Because when you make experiencing doubt mean something about your worthiness, you create the most vicious cycle imaginable: 

𝗬𝗼𝘂 𝘀𝘁𝗮𝗿𝘁 𝗱𝗼𝘂𝗯𝘁𝗶𝗻𝗴 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳 𝗳𝗼𝗿 𝗵𝗮𝘃𝗶𝗻𝗴 𝗱𝗼𝘂𝗯𝘁 𝗶𝗻 𝘁𝗵𝗲 𝗳𝗶𝗿𝘀𝘁 𝗽𝗹𝗮𝗰𝗲.

This is where most founders get trapped. They can't tell the difference between doubt that serves them and doubt that sabotages them.

So they either fight all doubt (which is impossible) or listen to all doubt (which is paralyzing).

𝗖𝗹𝗶𝗰𝗸 𝗯𝗲𝗹𝗼𝘄 𝘁𝗼 𝗿𝗲𝗮𝗱 𝘁𝗵𝗲 𝗳𝘂𝗹𝗹 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿 ⬇️

Every hyper-successful founder I've worked with at some point has confessed essentially the same thing to me behind closed doors: "I just don't know i

Open article: Do You Doubt Yourself for Experiencing Doubt? by Dave Kashen • 4 min read

Do You Doubt Yourself for Experiencing Doubt?

Love this quote: “The best ideas don’t always come from the loudest voice. They come from the safest room.”

Chairman Emeritus – WD-40 Company | The Culture Coach | Author | Speaker | Educator

I’ve sat in meetings where everything looked fine on the surface.

No objections.
Heads nodding.
No tough questions.

A leader might walk out thinking, “Great. We’re aligned.”

But often… you’re not seeing alignment.

You’re seeing self-protection.

Because when people don’t feel safe, they don’t speak up.

They take notes.
They sit quietly.
They nod.

They wait until after the meeting to tell the truth in the hallway.

And that’s when culture starts to fracture.

You don’t get candor in the room.
You get commentary in the carpark.

A fearless tribe doesn’t require everyone to agree.

It requires everyone to contribute.

So if you’re the leader and the room is quiet, don’t reward the silence.

Interrupt it with care.

Try:

 “Who sees it differently?”
 “What are we not saying out loud?”
 “I’m worried we’re missing something.”
 “What would a brave person say right now?”

Because the best ideas don’t always come from the loudest voice.

They come from the safest room.

Note to my younger self, though it applies at any age: 

Over your life, there are going to be thousands of times that you get triggered — something happens that makes you feel insecure, anxious, jealous, threatened, etc

How you respond is going to determine the quality of your relationships.

If you build your emotional capacity and resilience by learning how to move through the feelings without dumping them on others, your relationships will have much more safety and trust and connection.

The more offended you are and the more you respond from that insecure or entitled place, the more you are going to push people away even though your desire is the exact opposite. 

When you do inevitably get into conflict, every conflict you have could be the seed of resentment and bitterness, or the seed for more connection and a better solution.

That’s what I would have tried to master much earlier in life — how to build more emotional capacity so that I don’t act in ways that bring me further away from people and how to have a conflict in ways that bring me closer to them instead. This is something that you can learn intellectually, but you also need to learn it emotionally to be able to use it when you really need it.

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