Tremendous Tracey

The phrase “A fish rots from the head down” is a blunt and timeless proverb that reminds us of a critical leadership truth: when an organization is in decline, the problem usually starts at the top—not with the staff, not with the systems, not with external conditions. The rot begins at the head.

As a lifelong student—and teacher—of leadership, I’ve found that defining this incredible word is easier said than done. Leadership is one of the most studied, written-about, and aspired-to traits in all of human history. There are thousands of theories, models, and definitions floating around, from servant leadership to transformational leadership, from positional power to moral authority.

And yet, every once in a while, you find a definition that hits the sweet spot.

Leaders are only effective when they foster a culture of ethical discernment and honest dialogue, rather than blind allegiance wrapped in emotional language, such as "non-interference" and "deference." If your team can't ask hard questions, your leadership has stopped being servant-hearted and started being self-serving.

Let us see this great nation as it is—not perfect, but profoundly united in purpose—a nation capable of confronting its past, reckoning with its flaws, and pushing forward with hope. Let us not be disillusioned by those who benefit from division—whether political activists, media outlets, or entertainment empires. Their goal is chaos; ours is covenant.

"That's the power of a book. Let me tell you about one book in particular: The Common Denominator of Success by Albert E. N. Gray. It's been my calling card for years. I don't hand out business cards. Do you know why? Because I'm sensitive—it hurts my feelings when people throw them away! So instead of a card, I give them this book."

That's the heart of Coaching Leadership—the frontier where we stop commanding from a distance and start walking beside people in development-driven relationships. Coaching isn't about giving orders. It's about giving ownership. It's about growing thinkers, not just followers. It's about aligning potential with purpose, not just performance with process.

Many of my friends are in this season, too, having recently lost a parent, and I crossed paths with one just this past week. As I comforted her, I shared something someone once said to me during my season of grief. At the time, it startled me, but it eventually brought deep peace. The woman said, "When you lose both your parents, you realize you are an orphan."

But before jumping to conclusions, leaders must pause and ask: Has this follower truly turned? Or have they simply lost that loving feeling? Just like in marriage counseling, where there's been alienation of affection, sometimes the real issue isn't betrayal—it's burnout, disengagement, and disappointment that can be restored.

This Sunday marks 60 years since the founding of Life Management Services, Inc.—a company that would grow, evolve, and eventually become known around the world as Tremendous Leadership. But back in 1965, it began not as a master plan but as a moment of heartbreak, humility, and holy disruption.

In the 7 Types of Followership framework, we call this rarest of followers the Mission Magnet. They are not swayed by personal gain or recognition. They don't follow out of fear or obligation. Instead, they are drawn—magnetically—toward something far greater than themselves. Whether it's a compelling leader, a righteous cause, or a divine call, Mission Magnets live and die with one purpose: to serve the mission, whatever the cost.

Over the past two-and-a-half weeks, the assaults came fast and from every direction—family grief, friendly fire, institutional drift, and legacy threats. I have faced battles before, but never four fronts at once. Instead of frazzling, I felt the seriousness of the hour: if hell is throwing this much heat, heaven must be forging new steel in me.

As a lifelong student of leadership—and, more importantly, followership—I spend my days dissecting the complex, colorful, and sometimes combustible spectrum of follower behaviors. Most followers want to contribute, learn, and grow. Some struggle with alignment but still carry good intent.

But then there's a rare and toxic breed that carries something far more dangerous: a dark spirit wrapped in a smile.

These are the maliciously compliant followers.

And you better pray you don't have one in your organization.

As a young lieutenant in the United States Air Force, I served as an aircraft maintenance officer and later became a squadron commander. One of the first hard lessons I learned was this: jets don't fly without parts and fuel. You can have all the speed, firepower, and Top Gun swagger in the world, but Maverick and Goose are grounded without logistics.