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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Do not overcomplicate change; no matter the complexity, it requires effort to navigate.
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Most teams do the work they need to refocus halfway through the year in September.
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Self-actualization for a coffee bean and a human being share something in common: realized potential.
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Consider testing as a mindset rather than a stage to be passed.
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The temptation to take on everything is constant and unconscious.
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Most teams say they strive to be exceptional; few actively work toward it.
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Beware of finding causal relationships that do not exist; and also ignoring indirect ones that do.
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It would be great if the next leader on your team was ready at the perfect moment. It is also not likely.
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Building trust involves breaking down barriers.
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A sense of ease and experiencing a challenge are not mutually exclusive.
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You are constantly, unconsciously, integrating visual priming into your thoughts and decisions.
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Your fear of being a micromanager could be holding you back from providing the clarity your team needs to make decisions.
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Every decision pulls from a pool of finite cognitive resources.
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We can identify things around which we feel pride, but do not naturally consider what it took to get there.
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