Founder's Story Ep. 318: "He Helps Executives Go From Good to Great and His First Move Is Radical"

Guest: Steven Lovett (Founder/CEO of Principled Consulting Services)
Host: Dan (IBH Media)
Date: March 3, 2026

Episode Overview

This episode dives into the journey and methodology of Steven Lovett, a seasoned executive-turned-consultant who's guided executive teams, boards, and C-suites across three continents. The conversation revolves around what it takes to move from operational “good” to strategic “great,” and ultimately, to “excellent.” Lovett introduces radical, counterintuitive strategies for organizational transformation—beginning with a total rethinking of foundational tools like the calendar. The dialogue unpacks the importance of strategic mindset, communication, alignment, and the human element in business leadership.

Key Discussion Points & Insights

1. The 2AM Problem: From Good to Great

(00:04–06:09)

• Identifying the Gap: Lovett notes that most executives feel a persistent gap between where they are and where they want to be—the infamous "2AM problem."

  • “The problem is that gap. How do you go from good to great? How do you go from great to excellent?...How do I get anything done?” (01:05–01:45)

• Radical Calendar Reset:

  • Lovett’s first and most shocking recommendation for executives: Erase everything from your calendar.
  • “Open up that calendar…this is a test, and erase everything.” (01:54)
  • This radical act forces leaders to challenge the “model” they've depended on and opens space for strategic, rather than operational, thinking.
  • “What I’m suggesting is blow up the model. I didn’t say don’t get anything done. I’m saying blow up the model for how you get it done.” (02:47)

• Challenging Present Models:

  • Lovett shares an anecdote of a CEO banning all meetings, pushing executive teams to reconsider how things get done and what that says about their processes, systems, and people.

• The Clean Sheet Principle:

  • Advises leaders to “rip back down to the studs” and rebuild their organization from scratch, ignoring legacy constraints.
  • “If you were going to do it over again, how would you do it today? So no preservation of legacy, just roll it forward.” (05:47)

2. Lessons from Corporate Life and Entrepreneurship

(06:09–09:15)

• Personal Mea Culpa:

  • Lovett admits he’s “completely guilty” of falling into the efficiency/optimization trap during his own corporate career.
  • “I have lived in the corporate world...been just as guilty of focusing on efficiencies, focusing on optimization…bugged by the challenge of, well, what are we going to do tomorrow?” (06:29)

• The Jetsons Question:

  • Encourages thinking about “the next tomorrow”—the Jetsons future—by focusing on enduring fundamentals (knowledge transfer, healing, transactions) but radically reimagining the how.

3. Communication: From Adversarial to Collaborative

(09:15–16:46)

• Effective vs. Ineffective Communication:

  • Lovett’s working definition: Effective communication achieves the intended outcome, not just wordiness.
  • Advises getting “on the same side of the table” to foster a collaborative problem-solving mindset.
  • “What you want to do...is you want to get yourself to their side of the table. Because then...you’re going to use a shared language, you’re going to use a shared mindset.” (10:11)

• Learning from Mediation:

  • Lovett recounts a federal mediation lesson: Everyone should leave “equally unhappy” in negotiation—a humorous but profound insight into impartial problem-solving.

• Solving for Real Problems:

  • Instead of quick-fixing symptoms, Lovett urges clients to uncover and address their “2AM” concern or pain point.
  • “Let’s try something different...deconstruct your calendar...and let’s do something a little bit different. Let’s do what they’re called passing conversations...you grab your phone...and you’re going to have two or three pocket questions...New podcast, a new interview? Exciting, off the cuff, real time.” (15:00)

4. Organizational Alignment: Rowing Toward a Common Sun

(16:46–23:03)

• Disparate Wants and Desires:

  • Recognizes that different organizational layers have very different priorities (paychecks, quarterly goals, strategic outcomes).

• The Power of Shared Decision-Making Metrics:

  • Instead of just aligning goals, instill a shared approach to decision-making (e.g., conservation of resources).
  • “If every single layer...is oriented towards making any decision based upon a conservation of resources, ultimately the outcome is going to align.” (19:00)

• Analogy of Walking Toward the Sun:

  • If everyone makes decisions that “move toward the sun,” alignment emerges over time—despite starting from far apart.

• Institutional Capability & Incentives:

  • Building the ability for “intentional, risk-controlled experimentation” rewards learning and encourages boldness at all levels.

5. Human Capital & Role Optimization

(23:03–24:04)

• Putting People in the Right Seats:

  • Discusses the frequent mismatch between employees and roles, and the importance of repositioning rather than firing.
  • “Have we positioned [people] to be radically successful? If not, where is that reposition or where’s the graceful offering?” (24:23)

• Performance Improvement Plans as a Last Resort:

  • Lovett argues these are overused and should target genuinely improvable situations, not as a band-aid for deeper misalignments.

6. Strategic Mindset: Tools and Training

(24:04–27:39)

• New Book: Strategic Mindset

  • Lovett’s new release, Strategic Mindset, distills 11 elements to help C-suite and board directors attain strategic intelligence, with reflection questions and practical tools at the end of each section.
  • “It’s an actual book where we walk through the 11 core elements to adjust a C-suite officer ...toward a strategic mindset, what we call strategic intelligence.” (24:42–25:02)

• Upcoming Course: Strategic Intelligence Executive Program

  • Launching March 24th, a six-week, cohort-based virtual course for senior executives, offering board-ready playbooks and deliverables via interactive masterclasses.
  • “March 24th, we’re launching a new course...six week high impact virtual course...real deliverables...solve for [challenges] ...cohort style fashion.” (25:34–26:30)

Memorable Quotes

• On blowing up the model:

  • “What I’m suggesting is blow up the model. I didn’t say don’t get anything done. I’m saying blow up the model for how you get it done.” — Steven Lovett (02:47)

• On effective communication:

  • “What you want to do ... is you want to get yourself to their side of the table. Because then ... you’re going to use a shared language, you’re going to use a shared mindset ... complimentary, and they’re going to be encouraging.” — Steven Lovett (10:11)

• On alignment:

  • “If every single layer ... is oriented towards making any decision based upon a conservation of resources, ultimately the outcome is going to align.” — Steven Lovett (19:00)

• On performance improvement:

  • “Performance improvement plans ... ought to be used few and far between. They’re really intended to improve something that can be improved, not to correct something.” — Steven Lovett (24:26)

Notable Moments & Timestamps

• The “Erase Your Calendar” Challenge: (01:54)
• Corporate Trap and the Jetsons Question: (06:30–07:10)
• Federal Magistrate’s “Equally Unhappy” Negotiation Lesson: (10:41–11:09)
• Passing Conversations/Podcast Experimentation: (15:00–16:20)
• Alignment Analogy: Walking Toward the Sun: (21:26–22:23)
• Book Reveal: “Strategic Mindset” and Course Announcement: (24:42–26:30)
• Host pledges to try the radical calendar wipe: (27:39–28:25)

Episode Tone & Style

• Warm, insightful, and direct: Lovett’s approach is practical, humble, and refreshingly honest, leaning into anecdote and challenging listeners’ assumptions.
• High-level, yet actionable: Both speakers favor strategic, future-forward thinking but anchor advice in actionable experiments and diagnostics.

For Founders, Executives, and Strategic Leaders:
This episode is a call to courageously question your status quo, whether that means wiping your calendar clean, realigning your team’s decision-making, or daring to experiment in how you communicate and operate. Lovett pushes listeners toward a future-first, human-centric approach to business transformation.

Resources Mentioned:

• Strategic Mindset (Book by Steven Lovett) — Amazon & major retailers
• Strategic Intelligence: Executive Program for Profitability & Market Dominance — Launching March 24th

Contact/More Info:

• Steven Lovett & Principled Consulting Services (see book/course listings for links)