The Executive Appeal with Alex D. Tremble

In this solo episode, Alex D. Tremble, CEO of GPS Leadership Solutions, walks through a coaching call with a senior executive who said she had no time for the big work. By the end, she had two hours a week she did not have before.The problem: "I don't have time" is a true statement sitting on top of a ranking decision leaders never realize they made. Requests from people get protected. Your own priorities do not, because no one is on the other side. Alex calls it a design flaw, not a character flaw.What you will take away:- Clarify the real outcome: pick the one question your strategic work must answer.- Expose the honest gap: sort the last 30 days of meetings into those with others and those with yourself, and see which pile got bumped.- Force the real choice: block two recurring hours today, label them, and set a rule to reschedule within the same week.- Tell whoever controls your calendar it is a real meeting, then check at the end of the week whether it held.This is for you if...- Your strategic work always gets whatever is left and growth feels stalled despite real effort.- Everything lands on you because your calendar is open to everyone but you.- You want your leadership team to see forward thinking treated as real work.Listen now, and take the free Scorecard Diagnostic to find your specific leadership bottleneck:https://gpsleadership.org/scorecard/

A near miss on the highway turned into one of the clearest leadership lessons Alex D. Tremble has had all year, and it did not come from a boardroom.Alex walks through a real road rage incident and unpacks what it reveals about trust, judgment, and the cost of reacting instead of responding. The same dynamics that played out on that highway show up constantly in multi-location businesses: snap judgments made on partial information, assumed intent, and decisions driven by emotion instead of the actual goal in front of you.In this episode, you will learn:- How assuming positive intent keeps you from making decisions you will regret- Why judging a person or situation off a small piece of context is exactly how trust breaks down between a CEO and their leadership bench- How to tell when a conflict is worth engaging, and when walking away protects your goal better than winning it- Why staying anchored to your actual goal, not being right, separates a leader who responds from one who reactsThis is for you if you have caught yourself reacting first and thinking later when a location manager or team member drops the ball, or if you want your leaders to trust that you will respond, not react, when things get tense.Listen now, and take the free Scorecard Diagnostic to find your specific leadership bottleneck: https://gpsleadership.org/scorecard/

Your team is capable, but decisions still find their way back to your desk, and the fix usually comes down to two things: trust and follow-up. In this episode, Joe Brooks, President of Acme Truck Brake & Supply, and Martin Redilla, Education Manager at HDA Truck Pride, break down how a multi-location parts and service business builds a leadership bench that actually owns its problems instead of escalating them.Joe took the counter job at Acme in 1996 and grew alongside the business as it scaled from a 10 to 12-person shop into a multi-store ESOP operation, eventually becoming President. Martin works across dozens of HDA member companies, giving him a front-row view into what separates teams that execute from teams that stall.You'll learn:- How to hand off work with a clear deliverable, deadline, and decision authority so nothing bounces back up to you- Why trusting your team to make (and occasionally miss) decisions is what actually builds a bench that leads- How simple checklists and standard processes cut down on rework and kickbacks- A follow-up habit that keeps delegated work from quietly stalling- Why removing friction from your internal processes speeds up execution the same way it speeds up customer experienceThis is for you if you're still the one catching every dropped ball, if your team waits for direction instead of taking initiative, or if you know delegation matters but haven't built a repeatable way to do it.Listen now, and take the free Scorecard Diagnostic to find your specific leadership bottleneck: https://gpsleadership.org/scorecard/

Most leaders try to fix slow execution by improving what's already there. Claus Jensen says that's the trap. Small tweaks to an old system just make you a little better at being slow.Claus Jensen is Chief Information Officer at The University of Texas at Austin's Dell Medical School, where he leads technology and innovation strategy across a large, multi-site academic health system. On this episode, he breaks down "future backwards" thinking: starting from a clear picture of the outcome you actually want, then working back to remove the constraints in your way, instead of asking how to slightly improve what you're already doing.This is for you if you're still optimizing systems built for a smaller version of your company, if every location seems to move at its own speed, or if you sense your team is solving the wrong problems well.You'll learn:- Why "how do I improve current state" locks you into incremental, not real, change- How to identify which of your operating assumptions are outdated across locations- A framework for planning backwards from your future state instead of forward from today- How to combine human judgment with technology without losing the human component- Why speed of thought, not speed of action, is often the real bottleneckListen now, and take the free Scorecard Diagnostic to find your specific leadership bottleneck: https://gpsleadership.org/scorecard/If this hit home, share it with another who's still fixing yesterday's system.

Your leadership bench can be full of smart, capable people and still move slower than it should, not because anyone's dropping the ball, but because they're all speaking slightly different versions of the same language. Fix that gap, and execution speed compounds fast.Chris Condon is Founder and CEO of Aircon, the decision layer for air freight. They help freight forwarders structure the evidence behind a quote so they know what they are committing to before they make a promise to their customer. After 30 years in the industry, Chris has learned that most execution problems aren't people problems. They're language problems.In this episode, Chris breaks down how he built shared language and context across a growing leadership team so priorities stop getting reinterpreted differently at every level. You'll learn:How to spot when your leaders are looking at the same decision through different lenses before it costs you a customerWhy "more context" often solves what looks like a motivation or accountability problemHow slowing down enough to ask why a decision was made can prevent the same mistake from repeating across locationsWhy taking direct ownership as the CEO, including your tone and your mistakes, ripples through the entire organization faster than you thinkThis is for you if your team is smart and capable, but the same directive still gets executed three different ways depending on who's holding it. If you're the one who ends up retranslating decisions after they've already left your mouth. And if you suspect your bench isn't actually misaligned, they just need a shared language to move as fast as you need them to.Listen now, and take the free Scorecard Diagnostic to find your specific leadership bottleneck:https://gpsleadership.org/scorecard/

Your leadership bench just doubled in size, so why does alignment feel harder to hold onto, not easier?Dianna Fioravanti is President of Kuehne+Nagel Canada, the first woman to hold the role, and author of Flip the Switch. Leading a matrix organization with 15 VPs across business units, she has seen firsthand how alignment breaks down as a leadership bench grows: priorities compete, messages get reinterpreted as they cascade through layers, and decisions slow because leaders wait for certainty or permission before acting instead of owning the call.In this episode, you'll learn:- What actually causes alignment to erode as your organization scales- Why explaining the "why" before you need execution is what keeps decisions from getting lost in translation- How to run pre-mortems that surface risk before it costs you real downtime (including how her team managed an unplanned strike)- How psychological safety changes whether your leaders hesitate or move without you- Why staying close to the front line keeps your decisions grounded in what's actually happening at each location.This is for you if your leadership bench has grown but alignment hasn't kept pace, if priorities get reinterpreted differently by the time they reach your locations, or if you've built a strong team on paper but execution still feels slower than it should.Listen now, and take the free Scorecard Diagnostic to find your specific leadership bottleneck: https://gpsleadership.org/scorecard/.Share this episode with another CEO whose leadership bench is outgrowing their alignment.

If your leadership bench can execute but can't decide, you don't have leaders yet, you have very reliable followers. This episode features Brice Ravussin, Vice President of Customer Care and Aftermarket at Demers Ambulances. Brice has led multi-site, multi-country customer support teams built out of company acquisitions, turning former competitors into one aligned organization focused on a single end game: an exceptional customer experience. Brice and host Alex D. Tremble unpack what it actually takes to build a bench that owns decisions instead of routing them back up, even when that bench is spread across locations, cultures, or teams stitched together through growth. You'll learn: - How to give your leaders the clarity they need to decide without checking in first A simple three-step process for resolving customer conflicts without defensiveness or blame - Why chasing full managerial coverage across your team is the wrong goal, and who to develop instead - How to keep multiple locations or newly merged teams aligned to one end game, even when daily priorities differ - Why treating customers "fairly, but not equally" protects both your top relationships and your team's time This is for you if you're still the one troubleshooting the toughest customer calls, if your regional or branch leaders wait for your sign-off before acting, or if growth has outpaced the clarity your bench needs to lead without you. Listen now, and take the free Scorecard Diagnostic to find your specific leadership bottleneck: https://gpsleadership.org/scorecard/

Most CEOs don't run out of good ideas as they grow, they run out of leaders ready to carry them. The real ceiling on your expansion isn't demand or capital, it's how many people you trust to make the call without you.Brian Bruckner is President of Bruckner Truck and Equipment, a multi-location Mack and Volvo dealer with more than 45 locations across 10 states and over a thousand employees. He's spent his entire career in the family business, working his way up from the shop floor to leading one of the largest truck dealership groups in the country.In this conversation, Brian breaks down what it actually took to move from a three-location shop to a 45-location operation without becoming the bottleneck on every decision. The core problem: as your company grows, you can't keep being the one person who has to sign off on everything. The fix isn't motivation, it's a deliberate system for building leaders before you need them.You'll learn:How to spot "informal leaders" on your team before they hold a formal titleA practical framework for developing an intern and emerging-leader pipeline, even at a smaller companyWhy letting go of decisions gets harder as you grow, and how to do it anywayHow a culture of trust and integrity makes real delegation possibleWhat changes on your calendar once your leaders start owning decisions instead of escalating themThis is for you if you're still the one every regional manager calls first, if you're not sure your team could run a location the way you would, or if you know your growth is capped by how much you personally can oversee.Listen now, and take the free Scorecard Diagnostic to find your specific leadership bottleneck: https://gpsleadership.org/scorecard/

If you're not hearing the truth from your leadership bench until something's already broken, this episode is for you.Alex D. Tremble sits down with Mark Phillips, Vice President of Operations at Sharkey Transportation, Inc., a multi-entity trucking company running multiple shops, drop lots, and equipment lines. Mark walks through how he rebuilt trust with a newly assembled leadership team fast enough to get 90-day buy-in on a vision he originally expected to take six months, and why lasting trust starts with the CEO's own posture, not a new policy.In this conversation, you'll learn:- Why coaching people "with" them instead of "at" them gets you the truth sooner, not just agreement- How treating team members as individuals with their own story, not interchangeable labor, builds ownership across locations- Why redefining "toughness" from silence to honesty stops small problems from turning into resignations- How leading with visible vulnerability, not authority, earns faster buy-in from a leadership bench you didn't hire yourself- What changes across your locations once people stop filtering bad news on the way up to youThis is for you if your team looks solid on paper but you suspect problems get smoothed over before they reach your desk, or if you've inherited a leadership team and need real buy-in faster than the usual six-month runway.Listen now, and take the free Scorecard Diagnostic to find your specific leadership bottleneck: https://gpsleadership.org/scorecard/

Two years and a significant investment into a technology decision, Simon Kaye recognized it was the wrong call and walked away, even as his own vendor questioned how he could abandon that much sunk cost.That willingness to admit a mistake and act on it is central to how Jaguar Freight has operated for over 33 years without every decision escalating back to Simon's desk.Simon Kaye is the founder and CEO of Jaguar Freight, a global logistics company he built from a single office in 1993 into a fully distributed operation trusted by leading global brands, powered by his proprietary Cybertrax platform.In this episode of The Executive Appeal, Simon discusses:Building a culture where employees are expected to challenge leadership decisionsWhy admitting a mistake early is a leadership strength, not a weaknessHow cutting a failing initiative early protects margin more effectively than defending itThe hidden risk created by client concentrationWhere AI fits as a complement to people, not a replacement for judgmentThis conversation is for CEOs and executives who are still the final approval on every major decision, or whose leadership teams tend to tell them what they want to hear rather than what they need to know.Listen to the full episode and take the free Scorecard Diagnostic to identify your organization's leadership bottleneck:https://gpsleadership.org/scorecard/