The most interesting person in the room is rarely the one trying hardest to be interesting. More often it's the person paying unusually close attention.

Curious people notice things. They ask the question after the obvious question, catch the contradiction, follow the unexpected answer rather than ...

Psychology is the rigorous study of how people actually think and act, which is exactly what leadership runs on.

Psychology does not produce the clean, universal equations physics does. Human behavior is higher-variance and more context-dependent than the motion of a falling object, and predicting ...

The unconscious limits of advice and thinking

We've all been on both sides of it: receiving advice that feels irrelevant or simplistic to our actual situation, and giving advice that falls flat despite our best intentions. The disconnect traces back to a basic truth about minds — people can largely...

When the Number Becomes the Goal: Goodhart's Law and the Limits of Measuring People

The moment a measure becomes a target, people optimize the measure instead of the thing it was standing in for. For anything as human as leadership or growth, that's not a risk to manage — it's a reason to be carefu...

Groupthink doesn't come from a shortage of bold personalities. It comes from a process that rewards agreement. 

The popular story about innovation goes like this: organizations get stale, consensus calcifies, and what saves them is the maverick — the bold non-conformist who challenges the status qu...