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Many leaders unintentionally create complexity.A new priority gets added, another initiative launches, another metric ge...
03/16/2026

Many leaders unintentionally create complexity.

A new priority gets added, another initiative launches, another metric gets tracked, another meeting scheduled...

Before long, teams are trying to execute 15 priorities at once and progress slows on all of them.

Cognitive science is clear: the human brain performs best when attention is focused on a small number of meaningful goals.

As complexity increases, ex*****on decreases.

High-performing teams don't just decide what to do, they are also disciplined about deciding what not to do.

Sometimes the most productive move you can make this week is simply removing something from the list.

Happy Friday the 13th! Leaders shape the room.In healthy environments, people speak up. They challenge ideas. They bring...
03/14/2026

Happy Friday the 13th!

Leaders shape the room.

In healthy environments, people speak up. They challenge ideas. They bring problems forward early.

In unhealthy ones, people edit themselves. They soften feedback. They spend more energy managing the leader’s reaction than solving the problem.

The most powerful question a leader can ask isn’t “Why didn’t anyone tell me?”

It’s:

“What about my behavior makes it hard for people to tell me?”

Bold claims capture attention.All of the charlatans out there know that well. The more salient the stimulus, the more li...
02/19/2026

Bold claims capture attention.

All of the charlatans out there know that well.

The more salient the stimulus, the more likely we are to pay attention to it.

This is the Salience Bias at work.

Our brains are wired to notice what is vivid, dramatic, and emotionally charged, not what is statistically sound.

Careful not to mistake the loudest voice in the room for the most accurate.

Your working memory is limited.We can only actively hold about 7 items at a time. When we try to exceed that, bad things...
02/16/2026

Your working memory is limited.

We can only actively hold about 7 items at a time.

When we try to exceed that, bad things happen...

Missed details
Half-finished ideas
Unnecessary stress

High performers have better capture systems.

If it’s important, get it out of your head and into a system you trust.

*****on

Leadership magnifies problems.Deadlines, missed expectations, punitive actions, risk, pressure, etc. If you’re not caref...
02/14/2026

Leadership magnifies problems.

Deadlines, missed expectations, punitive actions, risk, pressure, etc.

If you’re not careful, you start scanning only for what’s broken.

The deliberate practice of gratitude forces a reset.

What went right?
Who stepped up?
What risk was avoided?
What progress was made quietly?

The Bystander Effect is the last of the social biases in this series. It refers to the phenomenon in which people are le...
02/11/2026

The Bystander Effect is the last of the social biases in this series.

It refers to the phenomenon in which people are less likely to intervene or help when others are present, because responsibility is diffused and individuals assume someone else will act.

In 1964, Kitty Genovese was murdered outside her apartment in New York.
Early reports claimed that 38 people witnessed Kitty's cries for help during the half-hour attack and did nothing.

When people are surrounded by others, responsibility diffuses.
Everyone assumes someone else will act.
Silence becomes a signal that maybe nothing is wrong.

At work, this could look like:

• Safety issues that go unreported
• Bad decisions no one challenges
• Ethical lines crossed quietly
• Problems everyone saw coming but said nothing

When responsibility is unclear, inaction is predictable.

If you want people to speak up, intervene, and act:

Name owners
Normalize early escalation
Make action safer than silence

I was reminded of this technique this weekend while putting up crown molding in our house.Cutting miters and bevels, cop...
02/09/2026

I was reminded of this technique this weekend while putting up crown molding in our house.

Cutting miters and bevels, coping the joints, nailing runs...

When I batched each step instead of bouncing between them, everything moved faster and cleaner...with fewer mistakes.

The same rule applies at work: productivity improves when transitions are reduced.

Sometimes, good leadership is about listening instead of talking, backing a good idea that isn’t yours, or simply treati...
02/07/2026

Sometimes, good leadership is about listening instead of talking, backing a good idea that isn’t yours, or simply treating someone like they matter.

Whose week was better because you were in it?

Part 20: GroupthinkIf everyone agrees in the room, it usually means someone isn’t thinking...or doesn’t feel safe enough...
02/04/2026

Part 20: Groupthink

If everyone agrees in the room, it usually means someone isn’t thinking...or doesn’t feel safe enough to speak. Both are indicators of a leadership problem.

Groupthink refers to our natural preference for harmony over dissent at the expense of critical and/or independent thinking.

Leaders can combat this bias by working to reinforce a culture that views disagreement as a vehicle for growth rather than unwanted conflict.

Want to see a great example of healthy non-compliance (selfless disagreeableness)? Chat with a Ranger NCO.

Busy feels productive.It often isn't.Busyness is what happens when attention gets scattered and priorities stay vague. P...
02/02/2026

Busy feels productive.
It often isn't.

Busyness is what happens when attention gets scattered and priorities stay vague. Productivity improves when you’re intentional about where your energy actually goes.

This week, ask yourself: What concrete action would make today a success?

Unclear roles and poor delegation increase cognitive load, decision fatigue, and dependency on authority figures. Teams ...
01/31/2026

Unclear roles and poor delegation increase cognitive load, decision fatigue, and dependency on authority figures. Teams perform best when:

→ Roles are explicit, not implied (clear decision rights reduce duplication and conflict).

→ Delegation includes authority, not just tasks (responsibility without autonomy breeds hesitation).

→ Leaders define outcomes, not methods, which increases ownership and adaptive problem-solving.

→ Decision thresholds are clear (“When should this come back to me?”), reducing unnecessary escalation.

Reflection for the weekend:
Are you leading the work…or building a system that works without you?

Part 19: StereotypingThis is probably the most well-known of the biases. Stereotyping occurs when we make generalized as...
01/28/2026

Part 19: Stereotyping

This is probably the most well-known of the biases.

Stereotyping occurs when we make generalized assumptions about someone based on their group identity (e.g., gender, age, ethnicity, place of origin, etc.).

When information is limited, the brain fills gaps with assumptions about background, role, pedigree, or identity often without awareness or intent.

If your decisions rely on fast judgment, informal screening, or unstructured discussion, stereotyping will quietly shape outcomes...whether you realize it or not.

High-performing organizations engineer around this. Design beats intention all day long.

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