As the right hand guy of Gibson founder, Dan Gibson, our Chairman Greg Downes witnessed almost daily battles between Dan and his son Dave on the direction of the organization. “One day after one of those shouting matches, Dan walked out and simply said, ‘Dave’s in charge now.’” Greg knew it could be done better than that.

“When it came time for Dave and I to transition, we did it better than he and Dan did, but there was still a lot of room for improvement,” said Greg.

After being away from my blogging desk for the last several months doing what accountants do this time of year, I’m ready to get back on my keyboard to continue my mission of singing the praises of Employee Stock Ownership Plans in general, ours in particular.

Gibson’s employee stock ownership plan (the GESOP) definitely makes an impact on all of our employee-owners and our corporate culture. Culture is a tough thing to define – it’s kind of like when you find your soul mate, and you’re asked why you feel so strongly about that person. It’s often squishy and somewhat hard to label – but you know it when you feel it. Culture is the same way for me. I just know a positive culture when I see it – it just feels right.

Wes and I walked out of the Denver airport. We were headed to visit a strategic partner in the Englewood area. Joey, our driver, introduced himself and immediately oozed charm. He was a gentleman in his 60s with a very youthful face. That and both ears pierced with gold hoop earrings. A warm and hearty greeting was followed by the usual banter as we pulled away from the airport.

As I am sure you have figured out by now, one thing that occupies a large amount of my personal reflection time, or as my colleague Jerry Scott calls “sharpen the saw” time, is how to build a stronger Gibson over time. “Strong organizations grow, thrive, and find a way to reinvent themselves in changing times and market conditions,” says Jerry.

He’s right. They stand the test of time and provide support and a good living for their employees and families over the course of entire careers. They also contribute in very meaningful ways to the success and vibrancy of their communities.

Another installment of the Olympic Games has come and gone. The journey of an Olympic athlete represents perhaps the ultimate metaphor for grit: passion and commitment to a long-term goal.

It’s February. Is your 2014 off to the kind of start you wanted? It’s not too late to turn the ship around. Even with an uncertain economic and regulatory climate, leaders of businesses large and small have a great opportunity to step up their game.

Recently I visited with my friend and business advisor Tom Searcy, co-founder of Through Eagles Eyes. He talked about how difficult the past half dozen years have been for many organizations. Beyond the headwinds of cost control, unengaged employees, and some of the slowest GDP growth in our nation’s history, Tom pointed to the unprecedented level of reputation damage we’ve witnessed as leaders cut corners.

We are fortunate to have a very talented team at Gibson. Seeing them put their various strengths to work in the name of our #1 core value, Clients Come First, is one of my greatest joys. I feel blessed to work with a group of folks so devoted to excellence.

“Our response to your proposal is that you can call my corporate counsel. Thank you.”

Last month one of my partners and I went to speak to a group of CEOs, Presidents, and founders. The gentleman who runs the group is a retired executive from a large accounting firm. They meet monthly to discuss issues facing their businesses and organizations. While they’ve made a lot of progress with their businesses, he was worried about neglect in their personal affairs and put together a panel of experts to address various topics.

His line up featured a physician, an attorney, a personal wealth advisor, and us to speak on personal risk management. When he first asked me, it didn’t take long to accept as you might imagine. Getting a captive audience of executives in small group is a great business opportunity.

Last week I wrote about my year in blogging. It seemed only right to start year two with a companion post with what I’ve learned about being personally engaged with social media as the CEO of Gibson.

Does it make sense for leaders to be socially engaged in business?