Binary logic makes unhelpful simplicity out of useful yet complex concepts. Fluency is not a fixed state.
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There are innumerable adjectives ascribed to leadership; and most of them miss the mark on what thoughtful leaders actually do.
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Gauging performance of anything based on the culminating performance itself creates an incomplete data set.
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The immense amount of data to which you have access is useless without a concurrent commitment to apply it through action.
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Developing your team is not hard. The ambiguity of return on investment around development creates the illusion that growth is not guaranteed.
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Quantum physics explains how an object is affected through observation. The Hawthorne Effect connects this principle to unconscious human interaction.
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Like a talented employee, a rubber band left in a junk drawer does not contribute to performance.
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Evaluation is not about finding a particular truth; it is a process of orienting different perspectives that establishes a common ground from which to move forward.
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Being busy is not a bad thing; the opposite would be boredom. The substance of that which makes you busy is important to evaluate.
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Entitativity is not about the collective identity and unity of large tree-like beings; then again, it is about your ability to create that perception.
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Setting, maintaining, and managing what consumes your focus can feel like a full-time job; because it is.
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If holding accountability makes you uncomfortable, pivot your perspective beyond ‘what is to be done’ and towards ‘who someone can be.’
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You are a social creature and seeking social validation is innate, yet frequently not useful; manage accordingly.
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When driving performance in any capacity, the energetic demands to sustain performance are critical to address and cultivate.
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When stuck, what do you seek out in order to get moving?
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Take a minute to notice the stimuli and ways of thinking which influence your development goals.
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Your message lives on a parabola of interest; your effectiveness in delivering it correlates to your position on the upslope or downslope of the parabola.
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It is easy to assume someone is incompetent or nefarious. More probable is they are unclear around the contribution needed or expected from them.
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Remembering the shoulders you have stood upon to get to where you are is important. Equally important is finding where you can be that shoulder for someone else.
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Our ability to categorize is essential in making useful distinctions and meaning. In terms of bias, it also opens up a multi-directional pathway for mis-categorization.
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