Lancaster Consulting

10/08/2026

If you’re dealing with someone who needs control, values the title more than the mission, and shuts down ideas that aren’t theirs, I wouldn’t make the decision based on one frustrating interaction. I’d look at whether the environment is fixable.

Stay if…

* You still believe strongly in the mission.
* You have enough influence to accomplish things without constantly fighting for control.
* The person can be approached directly and is capable of hearing feedback.
* You can establish clear roles: “You have the title; I’m here to help accomplish the goal.”
* Other people in the organization also recognize the problem and are willing to work toward a healthier dynamic.
* You’re learning, building relationships, or creating something meaningful despite the personality.

Leave if…

* Everything becomes about who gets credit, rather than what gets accomplished.
* Your ideas are routinely dismissed simply because they didn’t originate with that person.
* You are expected to support the leader but aren’t given meaningful ability to contribute.
* You find yourself spending more energy managing the person’s ego than advancing the mission.
* The person uses their title to control people rather than lead them.
* You repeatedly try to address the dynamic and nothing changes.
* Staying is beginning to make you compromise your own values or reputation.

Before you leave, try one thing.

Have a private conversation that isn’t an accusation. Something like:

“I really care about what we’re trying to accomplish, and that’s why I want to talk about something. I want to make sure we’re focused on the mission and not who owns an idea or who gets credit. I respect your leadership and your role, but I also want to be able to bring ideas forward and have them evaluated on whether they help us accomplish our goals. I want us to be able to work together effectively. What do you need from me, and what can I expect from you?”

Then watch what happens afterward, rather than listening only to what they say.

That’s the real test.

If they say, “You’re right; let’s figure this out,” there may be something worth saving.

If they become defensive, retaliate, exclude you, take your ideas and claim them as theirs, or make the relationship even more political, you have your answer.

One important distinction.

Don’t leave because someone likes having a title.

Some people genuinely enjoy leadership, recognition, and being the person in charge. That’s not automatically bad.

The red flag is when the title becomes more important than the purpose of the organization.

A healthy leader thinks:

“How do we accomplish the mission?”

A controlling leader thinks:

“How do I make sure I’m the one in control of accomplishing it?”

And if you’re someone who is motivated by the mission, staying in an organization where the second mindset consistently wins can become incredibly draining.

My rule would be: don’t leave the mission because of the person until you’ve determined whether the person can be worked with. But don’t sacrifice yourself indefinitely trying to compensate for someone else’s need for control.

09/20/2026

Searching for historians and writers…

https://www.instagram.com/reel/Ddg9t6CvfMn/?stkn=MWFoejFnZnlubGduYg==

09/06/2026

“A growing number of students and Americans broadly believe college tuition no longer matches its payoff. Recent surveys show 82% of respondents agree earning a degree doesn’t guarantee employment, while a separate Gallup-Lumina poll found 63% of Americans say four-year colleges are doing a “poor job” of keeping education affordable.

The skepticism has shifted sharply in recent years, with one NBC News survey finding two-thirds of Americans now say a four-year degree isn’t worth the cost, up from a near-even split back in 2017. Rising tuition, mounting student debt, and concerns that AI could further erode the value of a degree are all fueling calls for colleges to lower costs to match a shakier job market payoff.

Source: NBC News”

My take: Quit getting degrees that won’t guarantee a job after you graduate. Many degrees that aren’t valued in most industries are only valued in education or in museums/history centers. A history degree may get you a job as a teacher or historian in a museum. A philosophy degree will help you, again, teach. But practical use, for what? I’ve seen degrees in world art and dance. Just, no. Recreation and leisure studies? No. And the degrees that have “technology on the end….like engineering technology. Those don’t count with the federal government and many private sector jobs.

Or, don’t get a degree at all and go the vocational route. Plumbing, electrical, mechanics, HVAC.

Businesses, quit requiring four year degrees that may only need 5-10 years relevant experience, or a two year degree or vocational certification, or a combination of both. Especially in rural communities where it’s harder to find a qualified workforce. Those people who have that experience plus the degree isn’t coming to rural America to work. They will stay closer to the city for better pay.

08/23/2026

“At Brands & Blazers Inc., our mission is to empower high school and college students by providing them with professional attire, fostering confidence and opening doors to academic and career success. We are committed to ensuring that every student, regardless of background, has access to the resources they need to present themselves with pride and step confidently into their future.”

“Need a blazer to help you show up with confidence? We're here to help! If you're a student between the ages of 16 and 24, you can apply here to receive a free blazer—at no cost to you. If we don’t have your size currently in stock, we’ll invite you to complete a grant request form so we can work to provide one for you. Every student deserves to feel prepared and empowered and that starts with the right fit.”

Brands & Blazers Inc.

Opportunities for Students BlazersNeed a blazer to help you show up with confidence? We're here to help! If you're a student between the ages of 16 and 24, you can apply here to receive a free blazer—at no cost to you. If we don’t have your size currently in stock, we’ll invite you to complete...

08/22/2026

When adults consistently talk to other adults as if they’re children—using an overly simple tone, excessive praise for basic tasks, or explaining obvious things—it is often called infantilization or patronizing behavior. There are several reasons someone might do it, and not all of them are intentional.

Some common reasons include:

* Need for control. Some people feel more secure when they’re in the “teacher” or “parent” role. By positioning others as less knowledgeable, they reinforce their own authority.

* Habit. People who are parents, teachers, or supervisors may become accustomed to speaking in a simplified, directive way and forget to switch styles with peers.

* They underestimate others. They may genuinely believe others don’t understand, even when that’s inaccurate.

* Anxiety or perfectionism. Someone who worries about mistakes may over-explain every detail because they’re trying to prevent problems, not realizing they’re coming across as condescending.

* Poor communication awareness. Some people don’t recognize how their tone sounds. Their intent may be to “help,” but the impact is that others feel belittled.

* Status or ego. In some cases, the behavior is a way of establishing superiority. If they are insecure, making others seem less competent can make them feel more important.

This can sound like:

* “Now remember, sweetie, we use the blue form for this…” when everyone already knows the process.

* Praising routine tasks as if they’re major accomplishments.

* Interrupting to explain concepts the other person clearly understands.

* Using a sing-song voice or terms of endearment in professional settings.

* Telling rather than discussing, even among equals.

People on the receiving end often feel:

* Disrespected.
* Frustrated.
* Less likely to contribute ideas.
* Like they aren’t viewed as competent adults.

If this is happening repeatedly with one specific person, it can also reflect the dynamics of that relationship. For example, someone who has a strong need to be “the expert” may default to treating peers like students, even when everyone has similar experience or credentials.

08/10/2026

https://www.facebook.com/share/r/1EURspBaBZ/?mibextid=wwXIfr

07/31/2026

Looking for some extra cash! Gordon Cooper Technology Center offers USSSA umpire certification. I was an umpire part time, working to support myself with a full time job and going to school full time. It was good cash in the evenings, and helped supplement my income.

07/29/2026

07/14/2026

https://www.facebook.com/share/p/1BcfsQzxGB/?mibextid=wwXIfr

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Founding Director Beef Center of Excellence

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Oklahoma State Ferguson College of Agriculture

07/11/2026

One of the greatest disservices a leader can do is delay accountability.

When an employee isn’t meeting the expectations of their position, addressing it early isn’t about punishment—it’s about leadership. Timely feedback provides clarity, creates opportunities for growth, and gives employees a fair chance to succeed.

When performance issues go unaddressed for months, or even years, the conversation becomes much more difficult. The employee may genuinely believe they are meeting expectations because no one has told them otherwise. By the time accountability is finally introduced, confusion, frustration, and disappointment often replace what could have been meaningful coaching.

Throughout my career, some of the most valuable moments of growth have come from leaders who were honest with me—whether it was about my performance, my leadership style, or my actions. Those conversations weren’t always easy to hear, but they made me better. They challenged me to reflect, improve, and become a stronger professional and leader.

Accountability isn’t an event. It’s an ongoing conversation.

Strong leaders set clear expectations, provide consistent feedback, recognize improvement, and address gaps when they first appear, not after they have become ingrained habits.

Holding people accountable early isn’t about being tough. It’s about being fair. It respects both the employee and the organization by creating an environment where expectations are understood, performance is supported, and success is achievable.

As leaders, we owe our people honesty. We shouldn’t wait until problems have become patterns. Feedback delivered with respect, consistency, and a genuine desire to help someone succeed is one of the greatest investments we can make in the people we lead.

The leaders I respect most didn’t avoid difficult conversations—they had them. And because they did, I’m better than I was yesterday. What are your thoughts?