I help CEOs drive alignment with their strategy to execute faster.

Our company ResultMaps is on a mission to help the world be it's inspired best.  Our software helps teams do more of what matters and cut out the rest to get the right results at 2x speed.

You can learn more about it here.

For speaking inquiries please visit: https://www.resultmaps.com/speaking.



My favorite holiday with my favorite people. May yours be filled with love and appreciation.

Scott Levy

Talks about #ceo, #ceos, #teamwork, #futureofwork, and #strategyexecution

Overcome the Strategy Execution Gap. We help CEOs and leaders hit their numbers 2x faster, more profitably, and with less stress through ResultMaps.com

Lots of momentum in the second half of the year. 
And we are just getting started. Stay tuned.

ResultMaps
#entrepreneurs
#eos
#eosworldwide

"The company is just a vehicle for the impact we want to make."

This is what Kent Taggart, CEO at mender told me when I was getting to know him and the rest of the team. And I can't stop thinking about it. 

Especially after attending several events by causes they support like Tech Allies, Texas Parks and Wildlife Foundation and, their Q4 company All-hands.

Kent Taggart and co-founder Robert Erwin  built Mender to extend the life cycle of IT equipment, keeping valuable resources like copper, silver, platinum, and aluminum in the supply chain rather than back in the ground.

But what strikes me most isn't just the business model (though it's impressive). It was how they've created a complete flywheel built around purpose:

1️⃣ Live their mission and values (culture)
2️⃣ Attract and retain great people
3️⃣ Create amazing processes and systems
4️⃣ Provide clients with awesome solutions
5️⃣ Attract and retain great clients
6️⃣ Make real-world impact
→ Which reinforces their mission and culture, and wheel keeps turning

The results speak for themselves. They've built an 8-figure business with 40 employees in just a few years.

I'm particularly impressed with their 5% pledge - they donate 5% of profits to land and wildlife conservation. They don't just write checks either - they get their team AND their customers involved in volunteer events.  

And yes, that’s the FIRST thing Kent talked about at the all-hands: Mender's Why.

His theory is that if his team connects with the natural world, they'll make better decisions that perpetuate the mission.

I'm having a blast working with Kent and his team at Mender through ResultMaps. 

They're showing that a mission-driven approach doesn't just feel good - it drives serious business growth.  We are so appreciative to be part of their journey.

What vehicle are you building? And more importantly, where is it taking you?

I've spent years watching SMB CEOs burn themselves out trying to do everything.
And the #1 reason? They don't know how to delegate effectively.

Most leaders are making the same critical delegation mistake: they're falling into what I call "information extremism."

On one end, you're drowning your team in so much detail they can't see what actually matters.

On the other end, you're giving vague directions and expecting mind-reading.

Both approaches guarantee the same outcome: your team constantly returning to you for clarification, and you becoming the bottleneck in your own business.

Here's the STACK method I've developed that's transformed delegation for our ResultMaps clients:

Success Criteria: Clearly define what "done" looks like. Not just the deliverable, but the quality standards, timeline, and resources available.

Team Context: Connect the task to your company vision and goals. Why does this matter? How does it tie to your quarterly targets?

Autonomy: Give people room to solve problems their way, but with guardrails. Ask: "How would you approach this?" rather than prescribing every step.

Clarity: Document everything in a living document (not scattered across Slack, email, or meetings). When questions come up, add them to the document.

Knowledge Management: Build an organizational learning system where these delegation documents become reference points for future work.

The magic happens when you stop acting like a player on the field and start thinking like a head coach.

Great coaches don't run onto the field to make plays themselves. They prepare their team with the right context, clear success metrics, and decision-making frameworks.

I had a CEO client who was working 80+ hours weekly because "nobody could do things right." After implementing this system and ResultMaps his workweek dropped below 40 hours, and his team started delivering better results than he could achieve alone.

What's your biggest delegation challenge right now? Drop it in the comments and I'll share how to apply this framework to your specific situation.

My mind has been flummoxed by how much "the scatter effect" derails teams—over and over.  According to Harvard Business Review, unclear values and conflicting priorities are the #1 reason execution fails.

Yet most goal and productivity frameworks encourage busywork, siloing, and vanity metrics.  

Think task counts, sprint points and "cascading goals". 

At ResultMaps, we've seen this firsthand, and it frustrates us because our mission is to help you be your inspired best—not a task monkey 🙉 .

That's why our new mobile app intentionally shifts focus to RESULTS and FLOW. 

It helps you:
- Turn your voice into  ideas, issues, to-dos, and updates on the go
- Surface conflicts to make smarter decisions about your time and focus
- Stay aligned without another bloated to-do interface
- Cut through the "business operating system" noise to GSD

And I love the elegant AI voice and chat interface instead of another form-laden to-do list app.

I'm more excited about this launch than anything I've been a part of. 

Early access for ResultMaps customers first—sign up for the waitlist below if this resonates!

What priority conflicts drive you nuts? Comment! 

#Productivity #GSD #MobileApp #strategyexecution

CEOs, here's the brutal truth: Your "priorities" aren't actually priorities.

When's the last time you set quarterly "rocks" only to end up with a wishlist of 12+ items?

Been there. Done that. It doesn't work.

The entire concept of a "rock" comes from Stephen Covey's teaching on priorities. But we've butchered the meaning.

A rock isn't supposed to be one of many important things. It's THE most important thing.

Here's what I see with virtually every leadership team I work with at ResultMaps:

1. They start with 3 rocks (reasonable)
2. Then someone adds "just one more"
3. By the end of the planning session, they're at 8-10
4. At quarter's end, they've completed maybe 2

This isn't a priority system. It's a wish list disguised as strategy.

The companies that consistently execute at a high level? They're brutally selective.

When I help CEOs implement our software, I force them to answer: "If you could only accomplish ONE thing this quarter that would move the needle, what would it be?"

That answer becomes their rock. Everything else is a distraction.

Yes, it's uncomfortable. Yes, you'll feel like you're leaving important things behind.

That discomfort is the price of progress.

What's the ONE thing your business needs to accomplish this quarter? (And don't tell me you have three "number one" priorities...)

But Scott, I don't want to micromanage.

Autonomy without alignment is expensive disorder.

I’ve watched “empowered” teams ship faster in opposite directions—features no one wants, messes that stall growth, cash on fire. 

In these situations, hands‑off isn’t leadership; it’s randomness at scale.

The fix: align first, then unleash autonomy.

Everyone must know where we’re going, why now, what success is, and how their work ties to revenue and retention. One plan, many owners. Not the other way around.

If growth feels noisy, have the hard alignment convo this week. It can save millions.

Don't underestimate the power of aligned, empowered teams to get cut costs and boost revenue.

Want to align your team fast? ResultMaps sets up clarity for you in minutes. DM “ALIGN” to get our end of year offer.

Out of every 100 Americans, 1 raises their hand.

Then, that person gives up family time, time for individual pursuits to serve a bigger mission.

And, they sign a blank check over to the mission.

Maybe that’s why I dismiss the idea that vision, mission and values don’t matter.

I've studied high performers for years, including people who seem to always be doing good in your community. At some point it hit me that an insanely high percentage of them are veterans and former military.

It's easy to be inspired by acts of extreme valor and heroism, but I am just as inspired by the quiet acts of character and value that stream from this special group.

I am glad we have a day to celebrate - and feel strongly it's most appropriately an appreciation to keep in mind every single day.

All give some. Some give all.

Here's a Veterans Day challenge. In your LinkedIn travels, find 3 vets today. Message them with appreciation (only appreciation, no business asks).

Make it a great #veteransday.

Most leaders think delegation is simple: assign tasks and walk away. But why do 80% of your "delegated" projects still land back on your desk?

I've seen this pattern hundreds of times. You explain a task, the team member nods enthusiastically, then delivers something completely different from what you wanted.

The problem isn't your team. It's your delegation framework.

I call it STACK — the system we use at ResultMaps to help business owners delegate effectively:

S - Success Criteria (define exactly what "good" looks like)
T - Team Context (connect the task to your bigger vision)
A - Autonomy (give them space to solve problems their way)
C - Clarity (document everything in a central place)
K - Knowledge Transfer (build organizational learning)

The delegation mistakes I see most often:

• Information extremism: Either drowning people in too much detail or providing too little guidance
• Getting lost in tools (thinking project management software will solve human communication problems)
• Emotional escalation (frustration leads to micromanagement, which destroys initiative)

Think like a head coach, not a player. Your job isn't to run onto the field and make every play. It's to prepare your team with the context, systems and support they need to execute without you.

I created a delegation blueprint document that makes this process dead simple. It takes 15 minutes to complete but saves hours of back-and-forth and prevents costly mistakes.

Want a copy? Comment "delegate" below and I'll send it your way.

What's your biggest delegation challenge? The one thing that consistently breaks down when you hand off work to your team?

The most powerful leaders I know never say "make it happen."

They understand that driving change isn't about barking orders.

It's about clarity.

You need:

1. A crystal-clear WHAT (the specific change or result you want)
2. A compelling WHY (the reason this matters to everyone involved)
3. Defined guardrails for HOW (the boundaries within which people can operate)

When business owners tell me they're frustrated with execution, I ask them which of these three elements is missing.

9 times out of 10, they've skipped one.

Without the WHAT, teams get confused.
Without the WHY, they lack motivation.
Without the HOW, they freeze from too many options.

The next time you're planning a big initiative, write down your answers to all three.

Then watch how much faster things move.

#business #leadership #execution ResultMaps

"Jumping in to do the work yourself?" is how you kill your team's ability to grow.

I see it over and over. Business owners complaining their people "just don't get it," then diving in to handle tasks themselves because "it's faster that way."

This is a complete fallacy.

When you constantly take over, you send a clear message: "I don't trust you to do this right."

The results are predictable:

• You become the bottleneck (one person can only do so much)
• Your team never develops the necessary skills
• Your people lose confidence they can meet your standards

The solution isn't taking them to lunch or "building the relationship" in vague ways. It's implementing structured weekly one-on-ones.

Trust = Time + Consistency

At ResultMaps, we've found the most effective one-on-ones mirror your existing business operating system. Whether you're using EOS, OKRs, or another framework, your one-on-ones should use the same language and structure.

These meetings should include:
• Clear measurables each person owns
• Progress on key projects/rocks
• What's been accomplished since last meeting
• Next steps with accountability
• Space to discuss issues

Even when you think "I don't have time for this," these 30-minute weekly touchpoints will save you countless hours of rework, frustration, and emergency fixes.

The discipline of showing up consistently creates the trust loop that enables your team to deliver better work - and you to actually do your job as a leader instead of everyone else's.

Are you still trying to do it all yourself, or have you created the structures that let your team truly shine?

I've learned that most change initiatives fail not because of what you're changing, but how you're driving the change.

Too many CEOs try to push transformations without setting proper guard rails. They tell their teams "just figure it out" and then wonder why nothing changes.

Let me share a foundational truth:

The best way to drive ANY change is to have a crystal clear WHAT and WHY, plus guard rails for HOW you'll run.

Your team doesn't need complete freedom - they need clear boundaries within which to operate. 

This is why when I work with clients at ResultMaps, we always start with three elements:

1. WHAT result are we working toward? (Be specific)
2. WHY is does that matter to us - is it critical to our success, or critical to why we exist? (Connect to business results)
3. HOW will we approach this change? (Set guard rails for making decisions, not handcuffs - these are your core values)

I once worked with a CEO who wanted to remove himself from being the bottleneck in business. The team was resistant - often without realizing it. Projects and growth kept stalling.

When we reframed with clear guardrails:
- WHAT: The vision of what they were going to realize in 3 years, in detail 
- WHY: A set of beliefs about why realizing their vision would matter 
- HOW: 8 specific behaviors and decision guidelines that everyone committed to.

Results? Integration and results in weeks instead of years, and well under budget.

Your team wants to succeed. They're not fighting change - they're fighting ambiguity.

What's one change initiative you're struggling with right now? Could clearer guard rails be the missing piece?

Stop fighting your brain. You'll lose 10 times out of 10.

Most leaders and  knowledge workers are trying to win the productivity battle with pure willpower.

They're swimming against a heavy current, wondering why they're exhausted.

Here's what neuroscience tells us about working WITH our brain instead of against it:

1. Your prefrontal cortex (the "Captain" of your brain) only operates at peak for 3-4 hours per day.

This peak window usually starts 30-90 minutes after waking up. After that, quality declines significantly.

Yet we schedule our most important work randomly throughout the day, wondering why we can't think clearly at 3pm.

2. Every interruption costs you 20 minutes of focus.

The average knowledge worker is interrupted every 11 minutes.

Do the math. This is why your busy day ends with nothing substantial accomplished.

3. Peak performance isn't found in "no stress" - it's found in "good stress."

That narrow band where a challenge feels pressing and important, but you remain confident you can solve it.

Leaders often try to eliminate all pressure, creating complacency instead of engagement.

4. It takes 67 days to build a habit, not 21.

That's why most productivity systems fail - people give up in the messy middle when it still feels uncomfortable.

5. Your "personality" isn't fixed - it's a story you can rewrite.

"I'm not a numbers person" or "I'm just bad at organization" are narratives, not permanent traits.

The solution isn't working harder in broken systems.

It's designing workflows that match your brain's natural operating system.

Stop forcing yourself to work against your biology. Build systems that leverage how your brain actually functions.

That's when work starts to flow effortlessly instead of feeling like an exhausting battle.

At ResultMaps, we've obsessed over this problem. We're building tools that work WITH your natural cognitive patterns instead of against them.

What's one way you're fighting against your brain's natural programming today?

The biggest lie in productivity isn't about apps or task management—it's about your brain.

Your brain has a secret 3-4 hour window of peak performance that most people waste.

I was guilty of this for years. I'd wake up, immediately check Slack, answer emails, and have 3 meetings before lunch. By the time I got to my most important work, my mental battery was at 20%.

This is like having a Ferrari but only driving it in first gear.

Here's what neuroscience actually teaches us about productivity:

1. Your prefrontal cortex (the part responsible for deep work) only operates at peak capacity for 3-4 hours daily, typically starting 30-90 minutes after waking.

2. Every interruption costs you a 20-minute "focus tax" to get back on track. Yet most of us get interrupted every 11 minutes.

3. The "21 days to form a habit" myth is pure fiction. Research shows it's actually 67 days to build lasting behavioral change.

The problem isn't your discipline. It's that you're fighting against your brain's operating system rather than working with it.

When I discovered this, I completely redesigned my approach to work. I started blocking my first 3 hours for deep thinking and saving meetings and reactive work for later.

My output doubled while my hours worked decreased.

But the real challenge isn't just protecting your time—it's having clarity on exactly what to focus on during that precious window.

The teams I work with find that using a visual system to map their priorities and projects creates that clarity. When you can see the relationship between all your work in one place, decisions become obvious.

What's your relationship with your peak mental hours? Are you protecting them or squandering them on low-value tasks?

I've studied 100+ organizational change projects over the past decade. The difference between success and failure isn't what most people think. 

Here's what I've learned:

When it comes to driving real change in your business, most leaders spend 90% of their time on the HOW:

- New software implementations
- Process redesigns
- Strategic planning retreats
- Training programs
- Change management consultants

But the truth? The transformative leaders I've worked with focus obsessively on two things first:

1. The WHAT - Defining the specific change with crystal clarity (not vague aspirations)

2. The WHY - Creating a compelling reason that connects with people's intrinsic motivations

Only then do they establish guard rails for HOW the change will happen.

Our brains are meaning-making machines. We need consistency and purpose to embrace change rather than resist it.

I watched a CEO try to force a new business operating system for 9 months. Total failure.

When we stepped back and clearly defined:
- WHAT specific business outcomes the system would deliver
- WHY it mattered to each department and individual
- HOW we'd maintain flexibility while ensuring key requirements were met

The exact same initiative was embraced within 45 days.

The best way to drive any change is to have a clear WHAT and WHY, with guard rails (not handcuffs) around HOW.

What's the biggest change you're currently driving in your business? And have you made the WHAT and WHY clear enough that everyone from your leadership team to frontline employees could explain it back to you?

When I talk with business owners about change initiatives before ResultMaps, I hear frustration in their voices. Occasionally, tears.

"We tried implementing a new system, but it fizzled out after a month."
"My team was excited about our new approach, but now we're back to old habits."
"I've invested in three different solutions this year with nothing to show for it."

The problem isn't your team's commitment or the quality of your ideas.

It's that most change efforts lack two critical elements: clarity and constraints.

The best way to drive any change is to have:
1️⃣ A crystal clear WHAT (the specific outcome you're targeting)
2️⃣ A compelling WHY (the purpose that keeps everyone motivated)
3️⃣ Defined guardrails for HOW (the boundaries within which people can innovate)

Without these three elements, even the most promising initiatives collapse under ambiguity.

I've seen companies transform when they establish these foundations first. Their teams move with alignment, purpose spreads organically, and resistance dissolves.

What change are you trying to implement right now? Does your team have absolute clarity on the what, why, and how?

AI won’t make your business less human. 
It will make your people more available to be human.

What you’ll lose with AI: 
• Busywork that hijacks your best brain time 
• Hours of coursework for a few crumbs  
• Manual busywork 

What you’ll gain: 
• Time to go the extra mile for a client
• Space to mentor a teammate 
• Energy to think, create, and lead

The human side of business is what scales now. 
Fear of change doesn’t protect you; it blocks you.

Agree or disagree? What would you add from your world?

Business owners, how many of these pain points hit close to home?

• "People just aren't getting it"
• "Work takes forever and often heads in the wrong direction"
• "Nothing gets done unless I micromanage"
• "I end up doing everything myself"

After watching hundreds of leadership dynamics unfold, I've identified the #1 solution most miss:

Consistent weekly one-on-ones with your team.

But not just any one-on-ones. The math is simple:

TRUST = TIME + CONSISTENCY

Here's the framework that transforms these meetings from time-wasters to business accelerators:

1. Use the SAME FORMAT as your company meetings
Whether you run EOS, OKRs, or another system, your 1:1s should mirror that structure. This reinforces what matters and how each person contributes.

2. Create CLEAR FILTERS for success
Give context, time boundaries, and explicit expectations. Stop assuming people know what you want.

3. Make WINS VISIBLE
Track progress weekly. Small victories compound into significant shifts in performance.

4. SCHEDULE without exception
The mere existence of this dedicated space eliminates dozens of impromptu interruptions throughout the week.

The biggest mistake? Jumping in to "do it faster yourself."

This sends a devastating message: "I don't believe you can do this right."

Your team never develops confidence, you become the bottleneck, and the cycle perpetuates.

Remember: Getting 80% of your standard from someone else beats trying to do everything at 100% yourself.

Business owners:

What's your biggest challenge with delegating work effectively?

A) Finding time for consistent 1:1s
B) Clearly articulating expectations
C) Letting go of control
D) Building trust in team capabilities

P.S. Want to see how ResultMaps helps structure these meetings? Visit www.resultmaps.com

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