Knowing what they like I am very fond of strawberries and cream, but I have found that for some strange reason, fish prefer worms. So when I went fishing, I didn’t think about what I wanted. I thought about what they wanted. —Dale Carnegie All too often, we are| Leading Sapiens
Why do some people thrive in complexity while others buckle under pressure? A key factor is the level of cognitive flexibility. In this piece, I examine what cognitive flexibility means, why it’s critical to leadership, and strategies for building it. A World Economic Forum's Future of Jobs Report ranked| Leading Sapiens
Small wins and small bets can be an effective strategy instead of going for the big win. But there are several nuances that are misunderstood.| Leading Sapiens
The systems thinking iceberg is a useful thinking model for leaders when dealing with intractable problems that never seem to go away. Part of the challenge is what the model calls “events” — surface level issues that are constantly on our radar — which are essentially fire-fighting, but that never really address| Leading Sapiens
The art of observing the observer| thelsweekly.substack.com
Locus of control refers to how we view circumstances in terms of the amount of control we have over situations and the experiences that affect us. I look at locus of control specifically in the context of leadership and management: how locus of control impacts leadership performance, and how it| Leading Sapiens
In The Fifth Discipline, there's a useful primer on systems thinking that I keep going back to. Senge calls it the laws of the fifth discipline, or in other words, laws of systems thinking. [1] Senge's ground-breaking book was published in the early 90s, and yet in the ensuing decades,| Leading Sapiens
Everyone recognizes the importance of creative breakthroughs, but it continues to be a misunderstood phenomenon. Our need for creativity and insight also means a profusion of perpetrators promising easy solutions, and plenty of misconceptions. How do we increase the likelihood of insights? What can we do, or stop doing, to| Leading Sapiens