Rushing to blame

The easiest path is pointing fingers. The braver path is looking in the mirror. 83% of executives admit to witnessing blame-shifting in their organizations, yet only 2% believed they contributed to the problem. Microsoft’s transformation under Satya Nadella...

Choose your reality

The choice is stark. Optimist or pessimist. “Realist” is often a shield for those unwilling to embrace hope. Research from Martin Seligman’s groundbreaking study showed optimists outsell pessimists by 56% and are 7 times more likely to be promoted....

See what you want?

We all do it. Cherry-pick data that supports our beliefs. Dismiss evidence that challenges our views. It’s not just human nature – it’s confirmation bias in action. The Stakes Are Real A Yale study found that 76% of business decisions are influenced...

Intellectual humility

“The most difficult subjects can be explained to the most slow-witted man if he has not formed any idea of them already, but the simplest thing cannot be made clear to the most intelligent man if he is firmly persuaded that he knows already, without a shadow of...

The Belay Effect

In the corporate world, we’ve become so afraid of micromanagement that we risk becoming passive observers. But what if there’s a middle ground? Enter the ‘Belay Effect’ – a leadership approach inspired by rock climbing. Just as a belayer...