This is Where We Distill Our Genius.

For all the time spent talking about transparency, the term is rarely clear.

The way you handle a challenge has more impact than your solution.

What type of line are you drawing today?

Novelty is eye-catching for a reason; it works. 

If you were looking for a reason to do your gardening, this is it.

Rather than taking responsibility reactively, try identifying responsibility boundaries ahead of time.

Your team’s gaps are a reflection (perhaps inverse) of your strengths.

There are millions of resources on trust; here is one more.

Attempting to persevere by gripping harder only guarantees your hand gets tired. 

If you are listening while doing 5 other things, then you are not.

Language creates; understanding nuance between different linguistic choices creates valuable discourse. 

Developing your team or your product shares a common challenge: trying to hit a home run is tempting.

Your brain fixates on knowing the future then tells itself it is effective at it only when it receives validating data.

Your misplaced optimism around new habits could have helped bring your Blue Monday to fruition. 

Preparation is about more than making an airtight timeline and presentation deck.

The early bird does not consider the worm’s needs. 

Resolutions do not fail, your capacity to devote energy to mass behaviour change does. 

Who does not love a good snowball fight?

Fear is a human emotion; but it is generated by more than physical danger. 

For all the complexities of leadership, it can often be simplified down to demonstrating providence.

Gamification is more influential on your motivation than you can consciously observe.

Commitments build clarity. 

Working within imperfect iterations is counter to your preference for binary logic. 

The easy answer is more; often the right answer is a different type of more.

How likely are you to remember this in a week? Not very.

Reflection is more than thinking about the past; it enables you to better navigate the present and future.

People, like structures, perform best when their support is comprehensive. 

We tend to see service as a specific act, rather than a mechanism that makes us operate.

You refrain from launching because you lack absolute certainty of what will happen next; and you always will.