Your mind uses logic as a means to navigate a complex reality. Not all logic is equally useful, nor readily available, in every circumstance.
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The adage that negativity bias is a cognitive relic from when hominids needed to identify danger to survive is overly simplistic.
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Though frequently used interchangeably, equilibrium denotes a thoughtfulness around the broader systems and forces that often are the downfall of pursuits in balance.
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A growth mindset is about more than being open to new concepts and perspectives. It also involves the discipline and attention towards application.
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Think about where you routinely have your most genius ideas. Spoiler alert: it is not at work.
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Your mind is a magnet for novel stimuli. While this can support incredible observational abilities, it can also lead to endless distraction in new environments.
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Humans are fantastically clever, resourceful creatures; they are also, ironically, terribly effective at constraining this ability through their language.
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When everything goes sideways, and your attention is centred on navigating change, you have a sneaky opportunity to effectively shift habits.
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Consciously and unconsciously, you are fixated on having certainty; when certainty is absent, your mind works overtime.
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An estimate is a guess based on your experience. The problem is you organize around estimations as if they were comprehensive evaluations.
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Sometimes the best leadership lesson is simply remembering who you are and offering it.
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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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