Back from a few days with our @BauschLomb global leadership team in Philadelphia. After almost 20 years as a CEO, I’m still learning. This week reminded me how much of that learning comes from spending time with people I don’t hear from every day. I regularly do skip-level meetings, but I need to do more of them, more broadly. We have great talent across the company, and every conversation is a chance to see something I’ve been missing. That’s part of what makes getting a leadership team together worthwhile. A conversation between presentations can explain why a decision isn’t working on the ground. Someone from another part of the business may have already solved a problem you’ve been wrestling with. You leave with a better understanding of the business and the people running it. Now we have to put that understanding to work. Me included. For me, the test of a good leadership meeting is simple: what gets easier for the people who weren’t in the room?

Not all artificial tears are the same. A new review in Expert Review of Ophthalmology explores how formulation differences and individual patient needs can help guide artificial tear selection as part of a more personalized approach to #dryeye management. bausch.com/newsroom/news/?id…

To build Heaviside, our foundation model for EM, we needed to collect a huge amount of data from traditional FEM simulations of electronic devices. Early on, we ran into a surprisingly basic question: once an FEM solver finishes running its simulation, how do we extract electromagnetic field values from the solution? Here’s @chris_m_bryant’s interactive explainer on we learned: arenaphysica.com/publication…

Welcome to Miami, @CarnegieMellon ! And thank you, Ken Griffin, for your extraordinary generosity and belief in this city’s future. Having world-class researchers, students, entrepreneurs and investors down the street from one another changes what’s possible. Discoveries become startups. Businesses gain the talent to grow. More bright minds have a reason to build their futures here. As someone who builds businesses here, I can’t wait to see what comes out of those labs and who decides to start a company down the street.

I ask a lot of my team. I also have to ask myself how much of the hard part I could be doing something about. Loved having @angeladuckw with our @BauschLomb leadership team to talk about grit and her new book, Situated. I believe in doing hard things with people who push you to be better. As CEO, my job includes making sure their effort has somewhere to go. Clear priorities. Room to make decisions. The ability to challenge me. We need grit to do something extraordinary. We shouldn’t burn it all getting through our own organization. If your team could retire one test of their patience tomorrow, would you know which one they’d pick?

AI can finish a task in minutes. The result can still sit in an approval queue for two weeks. That’s the challenge I’m working on @BauschLomb : getting us to rethink the work itself. Which steps can disappear? Who has the authority to make the decision? How do we turn time saved into better service, faster innovation and more time with customers? It also means giving colleagues the skills and confidence to question processes we’ve followed for years. Including ones I helped put in place. As leaders, we have to be willing to change the systems we created. What’s one process at your company you’d struggle to justify building from scratch today?

What a display of sportsmanship from Scottie. Giving back an advantage after a fan disrupted his opponent’s swing says a lot about him. I admire that. I believe leaders have to earn trust every day, especially when doing the right thing costs them something. Compete hard. Give people a reason to respect how you do it.

On a plane to Philadelphia to spend the next few days with our global leadership team. Our focus is building our future, inch by inch, through grit, talent, execution and innovation. I think alignment gets tested in what we’re willing to give up. If every function leaves with all its priorities intact, we probably haven’t made the hard choices about where we can be extraordinary. And motivation goes deeper than a bigger target. People need to understand why their contribution matters, have room to make decisions, and trust that the rest of us will deliver on our part. People will fight for an inch when they understand what it makes possible. What’s helped your team turn shared ambition into extraordinary results?

I hate busywork. Happy to see AI take it. @WSJ But “learn by doing” needs something worth doing. Give colleagues real problems, room to make decisions and feedback that makes them better. If we can automate the work, we can rethink the training. wsj.com/lifestyle/careers/we…

Apparently, ambition is best served hot. We’re debating whether bringing iced coffee to a job interview is unprofessional. My view: show up on time, know the business and give me a reason to want you on the team. Hiring takes judgment. Part of that judgment is knowing which details actually tell you something about a person’s ability. The habits we call “professional” often look suspiciously like our own. How much talent do we miss because it arrives a little differently than we did?

Would you think out loud in a meeting if everyone in the room wore smart glasses? I’m starting to think the next luxury may be a conversation nobody records. Some of our best thinking happens when we’re working through an idea out loud, getting it wrong, or asking a question we’re a little embarrassed to ask. If every word becomes a permanent quote, a quick chat with your team could start sounding like an earnings call. What would you stop saying at work if you knew every word would be remembered?

@rapalogix is a revolutionary advance in longevity skin. We move the conversation past the simple hallmarks of aging, to affecting the master regulators of aging. The result is a longer skin healthspan, and that looks beautiful on everyone!

Welcome to X, @rapalogix! I co-founded Rapalogix because I believe a deeper understanding of how skin ages can lead to better ways to care for it. That curiosity, and the chance to turn serious science into something useful, drew me in. We recently launched our first product, Re-Q, a step toward putting that science into people’s daily skincare routines. My hope is that Rapalogix becomes a thoughtful voice for skin science here. Sharing what we’re learning, answering questions and being honest about what still needs to be understood. There’s plenty of skincare advice on this platform. Good evidence deserves an audience too.

AI’s biggest contribution to drug discovery may start with a basic question: are we targeting the right biology? This McKinsey article makes a point that deserves more attention. Faster molecule design is valuable. Finding and validating new ways to treat disease could take us much further. @BauschLomb , we’re working to discover novel targets for retinal diseases, with the goal of raising the standard of care for patients. That’s what excites me about AI’s potential in this work. A new understanding of disease could eventually give someone facing vision loss better options to preserve their sight. mckinsey.com/industries/life…

We’re all better at remembering who owes us an apology than who we owe one to. For me, Yom Kippur is a time to look honestly at that second list, especially with the people closest to me. I know I don’t always get it right. Saying “I’m sorry” is the beginning of making things right. Wishing everyone observing a meaningful fast. G’mar chatimah tovah.

If your company needs you on email all weekend, you may have built a dependency problem. I like to use some of Saturday for the thinking that gets crowded out during the week. Am I spending time on the right things? What am I avoiding? Where am I getting in my team’s way? A little preparation also keeps Monday from becoming a day spent reacting to everyone else’s priorities. Then I put the phone down and spend time with family. Being available to everyone at work can mean being absent for the people sitting next to you. That’s a lousy trade to make every weekend.

AI is going to make bad ideas look exceptionally well prepared. A shaky assumption can now come with a beautiful deck, a financial model and ten pages of supporting arguments. As a CEO, I think that makes “show me your work” a less useful question. “What would change your mind?” gets you somewhere more interesting. One habit worth building: before using AI to strengthen your argument, ask it to find the holes. I’d much rather have my team discover why an idea won’t work before we green light it.

not for roam customers

Real-world study data show high patient satisfaction with the enVista Aspire IOL from @BauschLomb. More than half of patients were able to perform near vision tasks without #glasses. Read more on @GoHealio:🔗 vist.ly/5iqsi @CathyEye

If your product could change the world, earning the world’s trust is part of your job as CEO. That seems to get lost in the AI debate. Leadership means taking responsibility for the safety of what you put into people’s hands. In my industry, that responsibility is paramount. We move urgently because patients are waiting, and we have to earn confidence through testing, evidence and how we respond when something goes wrong. I want AI to advance. CEOs need to build the trust that allows it to. Curious how you see this. Are we asking enough of the leaders responsible for earning that trust? @AdamMGrant