Are you haunting your employees? Maybe a little more ghost-approach would be beneficial.

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The middle ground of just good enough and perfect is simply good and it is tricky to land on consistently.

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The act of witnessing involves careful attention rather than casual observation.

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In order to perform on the next thing, take time to recapitulate the last thing.

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Considering leadership in terms of phases rather than a position to be held can enable a clearer focus on contribution.

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Engaging in Flow state is a process of finding a cognitive task that enables you to be here, now.

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Success amidst the journey, rather than as the outcome, is integral in how your brain adopts and develops new skills.

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Tenure affords greater context for decisions; it also increases certain assumption-based risks.

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The clarity with which you can see where your contribution is needed ties directly to your satisfaction and engagement.

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Action potential is the amount of electronic stimulus required to make a neuron fire; goals work the same way.

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The more responsibility you take on as a leader does not directly correlate to an equal ability to fight more battles.

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Stop waiting for someone to prove themselves.

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Try worrying less about feeling perfectly ready; it is a distraction.

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Your brain craves certainty but your job is to refine probability.

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Independence does not exist in a vacuum; it survives on unseen dependencies.

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Evolution is easy to reflect upon once complete; in the middle it just feels like adversity.

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Developing the awareness to savour the brief moments of calm in your day, when they emerge, is an underrated skill.

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High performance teams do a lot of things well, but the foundation of it is belonging.

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Most problems will not be sustainably solved by throwing resources at them.

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