In the conversation of performance, more time needs to be spent around actively generating flow state.

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You are constantly distracted, or faced with the opportunity to be so; do you consider distractions ahead of time?

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Your unconscious hubris around planning opens the door to living within a planning fallacy.

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You are constantly processing the world around you through constructs; are you examining those constructs frequently?

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That development plan gathering dust on the shelf is not contingent upon perfect conditions.

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Confidence is thrown around frequently as a stand-alone thing; it is not.

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Leaders need to build their skill in labelling in order to navigate complex and dynamically changing systems.

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Giving advice feels good. Solving the same problem repeatedly does not.

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The balance between developing something enough to enroll but not so much as to lose people is delicate.

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Project management and leadership are important yet distinct contributions to your work.

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It is easy to fall into the trap of seeing the existence of performance at the end of the race, rather than leading up to it.

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Avoidance is the cognitive shortcut to actively generating patience.

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Effectively scaling your perspective as a leader is critical to staying connected with what matters.

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Being right feels good; have you stopped to consider why?

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An implicit expectation generally sits at the root of all breakdowns.

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Millions of books, podcasts, and articles overcomplicate the essence of what it means to be a great leader.

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We naturally fall into cycles of consolidation; the opportunity is to consolidate beyond our physical constructs.

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The phrase “mind-body connection” is inaccurate: they exist as one interconnected system; which means it is all useful data.

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