METRONOMICS BLOG

As high-growth leaders, we often reflect on the moments when everything clicked—when our teams came together to achieve something extraordinary.

It’s in these moments that we see firsthand the power ...

Growing a company is much like building a champion sports team.

You need a high-performing team and a clear plan for the long term, near term, and immediate future. The team must follow a discipline...

If you're looking for a powerful tool to visualize and operationalize your company’s strategy, the swimlanes feature in Metronomics is exactly what you need. This addition to the platform brings your ...

At the foundation of every high-performing leadership team lies team trust. Not just individual trust, but the collective trust that ensures every member feels safe to speak up, share their thoughts, ...

Setting goals is a powerful practice that can transform your dreams into reality.

When you clearly define your objectives and put them in writing, you create a roadmap that guides your actions and de...

Many leaders and teams we come across are eager to understand the core components that drive the Metronomics framework. Whether they’ve just finished our book ‘Metronomics’ or are midway through their...

Do you have big plans for your business?

Quarterly planning meetings are essential for strategic execution and setting priorities. Mastering these sessions can significantly accelerate your growth.

As a serial CEO and now as a coach, I've found myself frequently using the phrase “Good Enough”—and I mean every single day! This wasn't always the case. As a former perfectionist, the idea of "Good E...

Over 15 years ago – I was deep in chaos with a fast growing team and company. Every day was like a week, every week like a month, and every month like a year. Time was flying and we had to make decisi...

Recently, I rewatched Kathryn Schulz’s TED TALK that synopses her book, Being Wrong. It is one of my favourite business books. It is such a humbling reminder that we are all human and therefore we all...

When I was CEO of two high-growth companies, I was constantly asked questions. It felt like my main responsibility was being the question master. Initially, I made the mistake of trying to answer them...