The 2010s decade has come to a close with it brings a chance to look back at the last 10 years. There were many memorable moments with several players putting forth some strong outings and years along the way. However, it was a span that saw New England Patriots quarterback Tom Brady come away as the top performer from that span behind his success and production on the field. Beyond that, it was an extremely difficult list of players behind to narrow down with many others besides the ones chosen that could have easily filled those spots. Nonetheless, here are the few that belong on this exclusive list.

Here comes one of the most challenging tasks is leaving off some deserving names on this shortlist from this past decade, but its tough to deny the Atlanta Falcons star wideout.

Since entering the league in 2011, Jones has been highly productive, as his 12,125 receiving yards are the most for any player in any decade, while he has the NFL record for 96.2 receiving yards per game in his career. He has seven Pro Bowl selections, two First-Team All-Pro selections, and two Second-Team All-Pro nods.

Jones also the fastest player to reach 7,000 receiving yards on through 12,000 yards. He holds the NFL record for most consecutive years with at least 1,400 receiving yards (five), most seasons averaging at least 100 receiving yards per game (five), tied for most campaigns with at least 1,600 receiving yards (twice). He also has the most 100-plus receiving yard games in his first eight years (52), and most receiving yards in his first 100 games (9,618).

All of that in totality makes putting arguably the best wide receiver in the game on this list.

As previously stated, numerous players could have been in this position behind Brady, such as Aaron Rodgers, Aaron Donald, J.J. Watt and Richard Sherman. However, Russell Wilson made a more than a strong enough case for this spot.

May not have played the entire decade, but since entering the league in 2012, he has been the definition of success. He has led the franchise to playoff berths in seven out of his first eight seasons while holding winning records in every campaign, including double-digit wins all but once. His winning record in each of his first eight years are also a league record while his 86 regular-season wins are tied for the most over that span with Brady.

Regardless of the change of the roster around him, Wilson has continued to find success along with making two trips to the Super Bowl with one win, seven Pro Bowl selections, led the league in passer rating once, and passing touchdowns once. Wilson is a game-changing factor that has become a bonafide superstar in the league and put a bright future ahead of the franchise with him under center.

Since taking over as the starting quarterback for the Patriots, Brady has helped the franchise set the bar for the league. The second decade of his career has been quite productive and prosperous for him individually and with the team.

Brady helped guide the franchise to a playoff berth behind an AFC East title with double-digit regular-season wins. The Patriots reached eight straight consecutive conference title games, which no team before had played in more than five straight years. His personal success saw him rack up nine Pro Bowl nods, two regular-season MVPs, two Super Bowl MVPs, and three Super Bowl rings.

From 2010 to 2019, Brady threw for more than 4,000 yards in seven separate seasons. He recorded 30 or more TD passes in every year but three. In 2018, when he neither threw for more than 4,000 yards nor recorded 30 TD passes, he earned his sixthSuper Bowlring.

That also saw him record seven seasons with 4,000 passing yards, seven with 30 or more touchdown passes, and held a passer rating above 100 five times. The 42-year-old has continued to prove to be an ageless wonder that doesnt appear to be stepping away from the game any time soon.

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Why Tom Brady Was the Best NFL Player of the 2010s - Sportscasting

Love and discipline likely have more influence on effective leadership (not to mention winning ... [+] football) than you thought.

Its college footballs championship bowl season. One more chance for the players to strut their stuff. And another round of post-game interviews with the coaches.

Soaked in celebratory Gatorade, the coaches often sound as though they use the same crib sheet of clichs: Our guys came to play. We managed to overcome adversity.

The post-game interviews have a strange sense of sameness. But then what should we expect when the questionslike How does it feel to win the big one?are often so predictably inane?

But if you care to listen carefully, you might pick up an interesting theme. Its the theme of love and discipline. Good coaches seem to love their players, and good players seem to love each other. And discipline? Sure, being an accomplished athlete requires lots of personal discipline. But being a winningteamespecially at the end of a long seasonrequirescollaborativediscipline.

Interestingly, love and discipline dont seem to be mentioned very often in discussions of leadership.

But John Eades talks freely about both. Hes the author ofBuilding the Best: 8 Proven Leadership Principles to Elevate Others to Success.

I talked with John about the nature of leadership and the role of love and discipline in boosting performance.

Rodger Dean Duncan: Leadership is one of those words that seems to have dozens of definitions. What is your definition, and why do you define it in the way you do?

John Eades:Its easy to see why there are multiple ways to define leadership.Many tremendous leaders have left us with their input. The definition that I commit to memory and hold myself to is thisInspiring, empowering, and serving in order to elevate others over an extended period of time.

These words are chosen carefully and for great reason.The wordinspirehas its origin from Latin, and it means to breathe life into.Empowermeans to give control over anothers life and the authority to do something.Servecomes from the Latin word servant, in a modern context it means, to devote (part of) ones life or efforts to others. All three are paramount in order to elevate others, which is the key to successful leadership today.

John Eades

Duncan:In response to the nature versus nurture debate, research clearly shows that although some leadership ability may be attributed to genetics, most leadership ability is learned. You say an ideal way for someone to cultivate leadership ability is to be elevated. What do you mean by that?

Eades:Great leadership is often caught and not taught. So the single best way to teach it is for a leader to model it by elevating others.This will allow people being led to have an example of what great looks like so they can learn and model it when they have the opportunity to lead.

Its important to note, I didnt use the word perfect because no leader will ever be perfect. Its all about leaders actions being in the best interest of the people they lead and not themselves.

Duncan:Love and discipline, you say, are key ingredients in effective leadership. In a business environment, what does that look like in terms of observable behavior?

Eades:Before we make any kind of Human Resources violation its important that we define these two terms.Love is defined as contributing to someones long term success and wellbeing. Discipline is defined as promoting standards in order for individuals to choose to be at their best.

A great example of this in action would be a leader setting a new standard such as, each team member remains coachable.Then the leader gives praise, acknowledgment, or shares disapproval with a team member when the standard is or is not met.

The observable behavior would be the creation and communication of a new standard that not only solves a problem, but helps team members for the rest of their lives.This should be followed up by the leader having a direct dialogue to hold team members accountable for meeting or exceeding the new standard.

Duncan:What role does mindset play in a persons leadership development efforts?

Effective leaders work hard to elevate others.

Eades:Mindset is critical in the development of leadership skills or for that matter any skill. Specifically one kind of mindset, a growth mindset. The term growth mindset was coined by Carol S. Dweck, and it means we can grow our brains capacity to learn and solve problems. Unfortunately, the majority of professionals fall into the category of a fixed mindset by believing they were either born with the ability to get the job done or they werent.

Once a professional has their mindset on one of growth, then they will begin to take proactive measures to develop themselves as a leader. Until this happens, it doesnt matter what leadership development content an organization provides them, it wont go very far.

Duncan:You quote Starbucks founder Howard Schultz as saying the most undervalued characteristic of leadership is vulnerability and asking for help. Give us a couple of examples of that.

Eades:The business world is moving too fast for a leader to know everything or assume that a standard that exists one day will stay the same way forever. This requires leaders to be vulnerable in front of their people by admitting that things need to change and asking for help on an ongoing basis.

An example of this in the workplace would be, how leaders should introduce a new standard to their team.Instead of just telling them the new standard, they should start with something like this: I realized I failed you from a leadership perspective, (vulnerability) and here is how I propose we solve it (new standard).

By using an approach like this you put the blame on yourself for a current problem instead of putting it on your team which drastically improves your odds they buy-in.

Next: Influence Your People To Rally Around A Common Cause

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Why Love And Discipline Are Keys To Effective Leadership - Forbes

SYDNEY It's one thing to start a company. It's quite another to start one that competes with tech titans like Microsoft and Adobe.

But that's exactly what Australian entrepreneur Melanie Perkins did when she built a design product to rival the tech giants.

"Our goal was to take the entire design ecosystem, integrate it into one page, and then make it accessible to the whole world," said Perkins.

Perkins is the 32-year-old co-founder and CEO of Canva, a free-to-use, online design platform.

The young founder started the company in Australia in 2013 in a bid to make design accessible to all be it for logos, business cards or presentations. Within five years, she made headlines as one of tech's youngest female CEOs, at just 30.

Two years on, the Sydney-headquartered company is now worth $3.2 billion, giving Perkins and her co-founder and now- fiance, Cliff Obrecht, an estimated personal fortune of $900 million. And to think, it all started with a high school yearbook business.

Canva for Enterprise

Canva

Perkins was just 19 when she was first struck by the idea. It was 2006 and she and Obrecht were studying at university in Perth.

The teen would earn a little income on the side by teaching other students design programs. But students found the platforms offered by the likes of Microsoft and Adobe "crazy hard" and she felt there must be a better way.

"People would have to spend an entire semester learning where the buttons were, and that seemed completely ridiculous," Perkins told CNBC Make It. "I thought that in the future it was all going to be online and collaborative and much, much simpler than these really hard tools."

So she and Obrecht set to work making that vision a reality.

With few resources and little business experience behind them, the couple started small and created an online school yearbook design business, Fusion Books, to test out their idea.

They launched a website for students to "collaborate and design their profile pages and articles." The pair would then print the yearbooks and deliver them to schools across Australia.

Melanie Perkins and her boyfriend Cliff Obrecht in Perkins' mother's living room in Perth, Australia in 2010.

Canva

"My mum's living room became my office, and my boyfriend became my business partner, and we started enabling schools to create their yearbooks really, really simply," explained Perkins.

The business was a success, and remains active today. But for Perkins, it was just the first step in what she called her "crazy, big dream" for a one-stop-shop design site so she began chasing investors.

A few years later in 2010, while at a conference in Perth, Perkins received her first big break.

A chance encounter with Silicon Valley investor Bill Tai saw him invite Perkins to San Francisco to pitch her idea. Just hours later, the legendary venture capitalist, clearly impressed, was connecting her with his contacts.

"I thought that he didn't really like what I had to say. He was on his phone, and I thought that meant he wasn't really engaged in what I had to say about the future of publishing," Perkins recalled.

"But then I got home and realized that he was actually introducing me to a few people."

Building new relationships with Silicon Valley was far from plain sailing, Perkins soon discovered.

Tai, an avid kitesurfer, was keen for Perkins and Obrecht to get networking at MaiTai, his unique retreat for investors and kitesurfing enthusiasts. So she had to pick up the sport fast!

"Every time he (Tai) would say how was my business going, he'd also be like 'how's your kitesurfing going?'" Perkins recalled.

"I had not done it before and, to be honest, it's not something that I would normally, naturally try," she said.

"But yeah, decided to give it a go because when you don't have any connections, you don't have any network, you just kind of have to wedge your foot in the door and wiggle it all the way through."

Canva co-founders Cliff Obrecht, Melanie Perkins and Cameron Adams.

Canva

The new skill served her well. Before long, the young couple was winning over major investors and building out Canva's design platform with a fast-growing team of tech engineers.

But it was in 2012 that the business began in earnest. With the help of their tech advisor and the co-founder of Google Maps, Lars Rasmussen, Perkins and Obrecht found a tech co-founder in Cameron Adams and a tech developer in Dave Hearnden.

Months later, at the close of their first funding round, the company was oversubscribed. That initial $1.5 million investment was even matched by the Australian government in a bid to keep the company on Aussie shores.

The following year, the site went live, allowing subscribers to create a variety of online designs for free.

Today, Canva has helped create close to 2 billion designs in 190 countries and won celebrity backing from the likes of Owen Wilson and Woody Harrelson.

In October 2019, an $85 million funding round led by Silicon Valley investor Mary Meeker gave the company a valuation of $3.2 billion.

Perkins said she plans to use the additional funding to expand the team of 700 across Sydney, Beijing and Manila, while also building out the company's paid services, Canva Pro and Canva for Enterprise.

Canva's Sydney office in 2018

Canva

That strategy will bring Perkins the closest she's come yet to competing directly with the professional design tools created by tech giants like Microsoft and Adobe.

But with 85% of Fortune 500 companies already using her platform, the young founder says she's up for the challenge.

"I think I've always put a lot of pressure on myself. And I think that sort of internal locus of control has been pretty strong," said Perkins.

"So while the expectations around our company and what we're expected to do is sort of increasing, that's nothing on what I've got on myself!"

Don't miss: How a Harvard dropout founded South Korea's most valuable start-up

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How a 32-year-old turned a high school yearbook idea into a $3.2 billion business - CNBC

FARMINGTON -- Former Razorback Jeb Huckeba experienced football's biggest stage, yet reveals a down-to-earth perspective appreciating the accomplishment for a small town constructing a $16 million facility.

Huckeba was on the roster when the Seattle Seahawks earned a trip to Super Bowl LX. The Enterprise-Leader caught up with him touring Farmington Sports Complex and Cardinal Stadium Aug. 15 during an open house.

"My brother actually lives in Farmington. We live close in Fayetteville and we came out tonight just to check out the new facilities here. Beautiful new stadium, football field and indoor facility along with weight room and plenty of locker rooms," Huckeba said.

Having played in the SEC and NFL, Huckeba recognizes an environment conducive to gridiron success.

"I know from walking around and even getting to be a part of 'Fields of Faith' last year (in October, 2018) at the old football field (Allen Holland Field) and now seeing this, I know that the Lord is going to use this, these facilities here," Huckeba said.

Huckeba shared his personal testimony during a Fellowship of Christian Athletes event hosted by Farmington in October and anticipates the school and athletic program rising to a level of sustained excellence by capitalizing upon the vast array of resources designed to enhance the level of performance.

"The student athletes that get to come through here, the coaches that get to come coach here, and the community of Farmington is really blessed to have this as a place where student-athletes and coaches can come and work hard and give God glory for the success that they're going to have in the future."

Speaking during the Fields of Faith event, Huckeba answered, what for members of the Fellowship of Christian Athletes, amounts to a rhetorical question.

"In Colossians 3:23 it says, 'Whatever you do, work at it as working for the Lord, not for men. You ask, 'How can I glorify God with my performance in my sport?'"

Huckeba defined an appropriate response as "by showing up for practice every day with a great attitude, a great work ethic. By playing the game with everything you have and then showing great sportsmanship because you're a reflection of Christ even to the other team and also to your teammates."

Huckeba acknowledged life isn't perfect and student-athletes may feel uncomfortable in a certain class or not feel like going to practice. They may feel like the coach doesn't like them or experience issues with a teacher they struggle with.

For Huckeba the key to overcoming that type of adversity is simply a matter of perspective.

"You can still bring God glory every day by living out Colossians 3:23 because it says whatever you do, work at as working for the Lord not for men," Huckeba said.

"We want to please coaches. We want to please teachers. We want to please our parents, but truly you can rest assured that if you're doing your best you are pleasing God and you're a reflection of his glory."

Huckeba pointed out that Farmington High School's capital improvements to its athletic infrastructure reflects well on northwest Arkansas as a whole.

"I know it's really exciting for the community and just for the surrounding communities, as well," Huckeba said.

"I think Farmington has really distinguished themselves as a desirable place to be. You can tell there's a lot of excitement and it's really neat to get to see this happening."

Print Headline: Huckeba: Success Is In The Cards

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Huckeba: Success Is In The Cards - NWAOnline

UROLOGIST Peter Duffy wentfrom personal and professional devastation to runaway success as an author in 2019.

At the beginning of 2019, it appeared the surgeons story - a winding saga that saw him lurch from being voted Furness General Hospitals Doctor of the Year to finding himself apariah within the NHS - had largely drawn to a close.

Months before, an employment tribunal found that he had been unfairly dismissed by the University Hospitals of Morecambe Bay NHS Foundation Trust (UHMBT), seeming to conclude a long and bitter dispute - one which, besides uprooting him from his family,had threatened to crush the medicfinancially and psychologically.

Yet the publication of a book chronicling his experiences as a whistleblower and lifting the lid on alleged failings in UHMBTs urology services stretching back over a decade propelled him back into the headlines lastsummer.

This, alongwith the failings pointed to in the book, has all been documented thanks to an extensive Mail investigation by Chief Reporter Amy Fenton.

Having left family and friends and relocated to the Isle of Man in order to continue practising, Mr Duffy explains that most of what would become Whistle in the Wind was written on the Ben-my-Chree ferry, a three-and-a-half hour crossing back to Lancaster and his family.

Id just get out my laptop and tap out another half a chapter or so, he says. Around three months later he already had the bare bones of a draft.

By April time the book was more or less finished and just needed some proofreading as well as a legal opinion to make sure I didnt leave myself wide open to any defamation claims. And then it was just a question of getting it formatted to go up onto Amazon."

UHMBT finally called an external review into its urology services last year, after the books revelations saw dozens of affected patients come forward to The Mail alleging appalling and, in some cases, fatal care.

The book has continued to resonate with readers within and beyond the Furness area, with the title chalking up some 8,000 sales since publication numbers that Mr Duffy says have gone beyond his "wildest expectations."

I remember thinking, If it sells more than 1,000 copies in its entire lifetime, that Id be ecstatic. So for it to sell more than 7,500 copies in its first six months wasincredible.

"There was a point when, around the time the frontline staff at Morecambe Bay got wind ofit, the book got as high as number 58 in the Amazon best-selling titles rankings. That was quite a surreal moment."

But he still believes Whistle in the Winds material has some distance left to run.

If it wasnt for the fact that I did manage to get the book out, so much of this wouldve stayed hidden. At the heart of it there are two deaths that I personally feel may tip over into medical manslaughter. Obviously youd need a criminal court to decide on that.

But certainly one case covered inthe book compares almost identically to a similar casewhere the consultant ended up with a custodial sentence.

UHMBTs chief executive, Aaron Cummins, has said: The trust has asked NHS England to carry out an external independent investigation into concerns surrounding the urology service.

I have met with Peter and have assured him of our intention to continue to be open and transparent and we hope Mr Duffys concerns will be addressed within the work of the investigation.

Despite the lip service Mr Duffy says is paid to protecting NHS whistleblowers the 58-year-old surgeon still believes he has not yet seen a meaningful change in the way they are treated.

If this continues to be the case, he hints another book could soon be in the works.

He said: I think its shameful that the NHS just fought me all the way through this, trying to silence me and gag me and threaten me.

Even in the course of the employment tribunal the true facts didnt come out.

Under the current system, the tribunal is not so much interested in the whistleblowing - its interested in destroying the character of the whistleblower.

So, had it not been for the book and for Amy Fentons work, obviously, all of this wouldve been buried and concealed forever.

At least there has been a belated realisation that these are serious issues.

And I think it is good the NHS hasnt managed to cover this one up. Its out there now.

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"It's out there now": Peter Duffy speaks to The Mail about his year and success as an author - NW Evening Mail

The New York Giants' coaching search was not without drama, but the team made the decision to go with former New England Patriots wide receivers and special teams coach Joe Judge to fill the position. The team was reportedly interested in hiring Baylor coach Matt Rhule, but he agreed to the open spot with the Carolina Panthers before ever meeting with New York.

Two of the other top coaches up for grabs, Ron Rivera and Mike McCarthy, went to the Washington Redskins and the Dallas Cowboys.

David Samson sat down on "Nothing Personal with David Samson" to discuss the hiring.

When Rhule informed the Giants he would not be making the trip, Samson says the team questioned what it was going to do and 45 minutes later announced its decision.

Samson emphasizes the importance of looking into a coach's "genes" before hiring them and deciding if they will be not just successful, but a good fit.

He discusses Judge's past, working with Patriots coach Bill Belichick and Alabama's Nick Saban, commenting that those are two pretty solid coaches to have on your resume.

Judge has two championship rings from college and three in the NFL, but a history of success is not everything when it comes to the job.

The Giants are in no way the Patriots, as Samson points out, and where he puts the most emphasis is whether someone can gel with the owners, the system and the market, not their previous success.

Samson says this was likely not the Giants' first choice, but in his experience teams have every scenario planned out so they can be ready to make a decision.

There was also one thing that helped Judge secure the job. "Here's what he really has that no one else had," Samson said. "He had the ability to say to the Giants at the perfect time, 'Yes.'"

With everyone else either not coming back for another interview or not coming for an interview at all, that "Yes" held a lot of power.

The rest is here:
What went into the Giants hiring of Joe Judge and what set the former Patriots assistant apart - CBS Sports

For Christine and Marc Steiniger, husband and wife co-owners of The Sweat Box Fitness Studio in Kitchener, their fitness journeys took very different paths.

"I was a long distance runner," says Christine. "People were always asking me to help them learn how to run, so I would teach them. Then I started helping them build exercise programs." Eventually Christine decided to turn her coaching into a business; after completing the required certifications she became a personal trainer and in 2016 started her business Body By Chris.

Marc's journey wasn't as direct. "I spent 20 years in tech," explains Marc. "Think of an active and healthy lifestyle - that wasn't me." By age 40 Marc weighed 250 pounds: he wasn't exercising, was eating poorly, and wasn't managing the stress of his tech job very well. He knew he had to make a change and began exercising, eventually working with a personal trainer and then taking part in group fitness classes. Not only did he begin to lose the excess weight, Marc noticed he felt better about himself. He had more confidence, and was handling his stress better. Eventually Marc decided to become a certified trainer himself. "I was passionate about fitness, and I also saw it as a natural progression so I could help Chris out with her business when she needed it," he says.

Three years later and their fitness paths now connected, the couple decided to open The Sweat Box - a fitness studio offering personal training and group fitness classes.

"Body by Chris was doing well: her success was quite dramatic," says Marc, "but she was a one woman show. She was renting a gym for her personal training business, and we could see she was going to hit a limit where she was."

"I had a 6 month waiting list for clients," Christine says. "I wasn't able to hire anyone in the place I was renting, and I couldn't grow like I wanted to in the space I was in. So Marc and I made a decision to shift from Body by Chris and evolve into The Sweat Box."

They began looking for a location for their new business, and in June 2019 they opened the doors to their studio located at 35 Trillium Drive, Unit 4 in Kitchener. They describe The Sweat Box as a boutique style fitness centre that's not like traditional gyms. Members can book personal and group training sessions to work with their schedules, and there are no contracts. Part of what makes them unique is their focus on form; both Christine and Marc concentrate on teaching technique so that members are training safely. They say The Sweat Box is all about developing general health, strength and cardio capacity in order to make people's day to day living 'amazing'. While the couple works together to grow the business and design the programs, Marc's focus is on group classes and administration, while Christine's is on personal training.

"I love the one-on-one relationship," says Christine, "I like to make people feel good about themselves, and not intimidated about coming into our space. I like group training too, but the relationship is stronger in personal fitness and I love empowering women and men and making them feel good. Our clients have to feel good about themselves - that's what we're really about."

They've built a very committed community of members in a short period of time, and reviews have been overwhelming.

"It makes my heart sing," says Christine. "People who come to The Sweat Box like how we motivate them, and how we drive them. The Google reviews our members have posted make me so thankful. It's like my passion is flowing into them!"

"The best feedback I've received came from a female client in her 40's who told me she was having her snow tires put on and had to put the tires in her car," says Marc. "She grabbed them and put them in, and it was no big deal. It was the first time she didn't have to ask her husband to do it for her."

One thing the duo has learned through their respective journeys is that fitness goals are very personal - they have to be something you want.

"Before he began to work out I was always there for Marc, but getting fit was a decision he had to make on his own," Christine explains. "No matter what, you can't change for anyone else - you need to change for yourself. We say that to our members, we say that to our personal training clients; if you think you're doing this for someone else, you're not going to be as successful. If you're doing this for you, you're making that choice, and that's what's going to make your transition stick."

"And it's not about being perfect and adhering to lofty goals," adds Marc. "It's about doing one thing better today than you did yesterday. All of those little positive changes become cumulative very quickly!"

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'Progress, not perfection' - the core philosophy behind The Sweat Box - KitchenerToday.com

As many people make New Year's resolutions related to their health or finances, Daymond John, an investor on ABC's "Shark Tank," suggests that you focus on something equally important in 2020: work-life balance.

John recently posted a photo of his two-year-old daughter, Minka, on LinkedIn, with the caption: "I MISS HER SO MUCH! IS WHAT WE DO REALLY WORTH IT?"

The CEO and founder of the clothing company FUBU explained that he "personally struggle[s] with this dilemma." Although John has experienced a lot of success in his career, he questioned, "Is it really worth it if I can't be there every night to kiss my amazing wife and put my little girl to bed?"

Work-life balance is a topic that John is passionate about, but he's been candid about his issues with it in the past. When he founded FUBU in 1992, he said that he "didn't have a life" because he was working so much, he told Lewis Howes on the "School of Greatness" podcast in 2018.

"Work/life balance is the toughest thing that we will always be challenged with," John wrote on LinkedIn. "It will never be perfect and it will personally change for you over time."

John prompted his LinkedIn followers to concentrate on work-life balance in the new year, sharing that he wants to continue to spend time with his daughter as she grows up. John also has two older daughters with his first wife, Yasmeen and Destiny, and has said that he regrets not being there for them at a young age.

"I really kind of mentally said to myself, I'll get to know my daughters when they're 10 or 15 years old, because there is no time now," John told Howes.

Now, John's attitude has changed. "I have the opportunity to be able to give as much love as I can," he told Howes.

"As we all set our New Years goals, make dealing with your personal work/life balance goals one of the most important things on your list," he wrote.

Regardless of your job, John wrote that "you are not alone" if you're still figuring out work-life balance. He suggested "small changes" to achieve that goal. For example, John has said he schedules time to hang out with his daughter or call family members, because it's the only way to ensure that it happens.

"If you want #worklifebalance, you need to make it a priority to steal away time for yourself no matter how small it is. It will add up over time and you won't regret it," he wrote in an Instagram caption in November.

There's not a one-size-fits-all solution for work-life balance, as other business titans have shown.

Some people, like Microsoft CEO Satya Nadella and Amazon CEO Jeff Bezos, prefer to think of it as "work-life harmony" instead of "balance." Singer and entrepreneur Beyonce revealed in a recent interview with Elle that balancing work and life is "the most stressful thing."

Disclosure: CNBC owns the exclusive off-network cable rights to "Shark Tank."

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'Shark Tank' star Daymond John says this should be the most important goal at work in 2020 - CNBC

Tobias Lutke, founder and CEO of Canadian e-commerce company Shopify, says working 80 hours each week is not necessary for success.

"For creative work, you can't cheat. My (belief) is that there are 5 creative hours in everyone's day," Lutke said in a tweet on Thursday. "All I ask of people at Shopify is that 4 of those are channeled into the company."

The Shopify CEO shared his opinion in response to an ongoing conversation on Twitter, as some were debating whether working nights and weekends in addition to a standard day of work is necessary for success.

"Most people that changed the world were workaholics," one CEO tweeted on Christmas Day.

But Lutke begged to differ.

"I've never worked through a night," Lutke said in a tweet on Thursday. "The only times I worked more than 40 hours in a week was when I had the burning desire to do so. I need 8ish hours of sleep a night. Same with everybody else, whether we admit it or not."

Lutke is worth about $3.6 billion, according to Forbes, and built a company with a current market capitalization of about $48 billion by "treating everyone with dignity and not falling into the fallacies and trappings of some orthodoxy," as he said in the Twitter thread.

He added on Twitter, "I'm home at 5:30 pm every evening. My job is incredible, but it's also just a job. Family and personal health rank higher in my priority list."

And Lutke is not the only billionaire in support of getting enough sleep.

Jeff Bezos, founder and CEO of Amazon, told Thrive Global in 2016 that getting eight hours of sleep "makes a big difference for me, and I try hard to make that a priority."

"For me, that's the needed amount to feel energized and excited," Bezos said.

Bill Gates also agrees with sleeping well and avoiding all-nighters although, during his early days at Microsoft, Gates believed sleeping was "lazy," as he wrote in a Dec. 10 blog post.

"I routinely pulled all-nighters when we had to deliver a piece of software," the self-made billionaire wrote in his blog. "Once or twice, I stayed up two nights in a row."

Later on, he realized "that my all-nighters, combined with almost never getting eight hours of sleep, took a big toll," adding that sleep is extremely important for good health and focus at work.

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NDP Leader Ryan Meili says he is focused on holding the government to account while also offering alternatives for Saskatchewan voters.

Saskatchewan NDP leader Ryan Meili heads into 2020 with a fall election campaign in his sights. It will be his first foray as a candidate and as party leader.

The NDP spent a great deal of 2019 highlighting issues facing emergency rooms and classrooms, and concerns about the level of support for mental health and addictions support.

CBC's Adam Hunter sat down with Meili for a year-end Q and A.

What has been your biggest accomplishment as a party this year?

What we've been able to do is shine a light on some of the real challenges in health care and education in particular. The crisis in our classrooms as well as the hallway medicine that has become the norm under the Sask. Party.

We've got so many people coming forward telling us what's really going on and hearing back, as we're travelling the province, a pretty high level of frustration. This is the most important piece. We're also putting forth some solutions that people are seeing as credible, valuable and worth engaging.

What did you not get accomplished?

I sometimes refer to opposition as the complaint buffet because there are so many things in so many departments that are worth pointing out. It's a tough balance between picking some things to concentrate on as well as making sure you're not leaving anything uncovered.

We've announced our new Saskatchewan plan to move us to renewable energy and in a way that will lower people's bills and put lots of people to work. We've announced a cap on class sizes to get the crisis in our classrooms under control.

What's your criticism of the Premier and the government's handling of relations with Ottawa?

There are things we can do in this province to improve the economy that are actually in our power and that's what's been frustrating is to see more and the Sask. Party, really Premier Moe and the Sask. Party,pointing fingers elsewhere and trying to distract from their own record and missing opportunities to make smart choices here.

Frankly, it seems like they don't really have a lot of ideas about what to do there. And so they're pointing fingers elsewhere or putting out lofty goals but not really having clear, credible plans to actually get them.

The Premier's rationale iswe build the economy and you attract people and create wealth.What do you say to that?

There's also the people side of it and that's what they forget. We need to put people as our first priority. Put that as our main focus. When you invest in people, when everybody's got a chance to have a decent place to live, a decent standard of living, a chance to have their educational personal success. It actually makes you more resilient when times get tough so you're better able to weather tougher times and you're way more ready to take full advantage when things go well.

We've seen under the Sask.Party when things were going fine and prices were high, people were satisfied. The spending went up. As soon as the economy struggled at all, big cuts, a big panic, shutting down STC, cutting health care, cutting social services. They made all these steps backwards because they had no plan for what happens if things don't continue to click along as they'd been lucky enough to see in the previous years.

What can people expect from youand the NDP for the next few months?

I think people have seen a lot of what our approach will be that emphasis on putting people first. Pointing out obviously the troubles under theSask. Party, the lack of ideas and missed opportunities but really coming up with some I think exciting opportunities for us to go forward and renew Saskatchewan.

My focus is to make sure we have a Saskatchewan where everybody's got a chance to do as well as they possibly can and where that shows up in good quality of life for people who are living here.

*Questions and answers were edited for length and clarity

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NDP leader Meili on balance between criticizing government and offering solutions - CBC.ca