Economically, considering the future is natural. Including the present and time spent to achieve a decision around the future takes a bit more focus.
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Standards can feel constraining. A lack of standards can feel overwhelming. Thoughtful leaders find a balance, and awareness, in between.
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You have a plan to get organized and a strategy for a process. Yet the immediacy of acting today gets in the way; time to think about it differently.
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Your mind is naturally drawn towards gamified situations; the risk arises when the reward of winning overshadows the purpose of playing.
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We process observations and thoughts incessantly. Taking the time to reflect around how those two inputs affect each other happens much less.
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Seeing capacity in terms of limitation is easy; occupancy capacity, for example. Seeing the limitation, especially when intangible, takes leadership.
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The fear of a monster under the bed is more than a childhood dilemma; it is an iteration of a recurring unconscious fear of the unknown.
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20/20 is a measurement of visual acuity based on adult humans. The proliferation of other species shows that clarity can be accomplished many ways.
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Ornaments without context quickly become novel trinkets; leaders are responsible for navigating the narrative.
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You are not going to find many folks who say investing in people is worthless; actually doing it, though, is more complex.
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Binary thinking drives us to make absolute distinctions; when it comes to the words we use, binary logic should be exercised with caution.
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To be centric is to be central to something; different problems require different centricities, yet most teams are not equipped to pivot accordingly.
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It is exciting to consider how an investment grows over time; it is also easy to ignore the inverse correlation that occurs with investments of time.
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One of the great ironies of performance is that most failures are not due to lack of ability; rather, they are due to an inability to begin.
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Taking responsibility becomes so entwined with our motivation for performance that we lose track of whose responsibility it is in the first place.
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Imperfection, as a concept, extends beyond acceptance and self-compassion. In practice, it is tied to your decision-making capacity.
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Sometimes doing less can generate more benefit. Other times, actively doing nothing is exactly what is needed.
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The best way to create individual behaviour change just might be to take the focus off the individual themselves; and also off what is going poorly.
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Belief may not be a line item in your P&L, but do not let its lack of quantification fool you. It is as real as anything else in your budget.
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One of the quintessential traits of humanity is the ability to imagine. An incredible tool, it is also unreliable in accurately predicting the future.
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