People, like structures, perform best when their support is comprehensive.
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We tend to see service as a specific act, rather than a mechanism that makes us operate.
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You refrain from launching because you lack absolute certainty of what will happen next; and you always will.
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Taking a moment to pause is very unlikely to actually put you further behind than you already feel.
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Where you focus your attention, consciously or unconsciously, generates your leadership contribution.
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Your ability to predict future performance works at odds with the statistical reality of regression to the mean.
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Your mind is constantly seeking to provide plausible context to your reality; even when it means doing so incorrectly.
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Sustainable behaviour change incorporates four main components; behaviour is fourth.
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Sustainable behaviour change incorporates four main components; insight is third.
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Sustainable behaviour change incorporates four main components; thoughtfulness is second.
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Sustainable behaviour change incorporates four main components; awareness is first.
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Process can be a way to get things done; it can also be the space in which you organize your brain.
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Complaint can serve a purpose but it comes at a cost.
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Friction is a signal that clarity is needed.
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Learning challenges your perspective of reality, which is not always comfortable.
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Do not fall into the trap of over-analyzing elements of team performance.
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You might need a bigger team, more resources, or even more time; maybe you just need a great halftime speech.
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When someone tells you they love conflict they are lying. Though valuable and necessary, love is not the goal anyways.
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Exaggerated emotional coherence is at the root of many of your seemingly rational (but not) perspectives.
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The events around you constantly anchor your perspective, while your experience of free will is unaffected.
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