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

Psychology doesn't 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 ...

What to do when everything is urgent and everything matters.

One of the most expensive mistakes in organizational life is assuming every leadership problem yields to more effectiveness. Work harder. Prioritize better. Delegate more. Communicate more clearly. Get more resilient.

Sometimes those are...

Some rooms make you sharper. Most don't.

The ones that don't are often the liveliest — full of intensity, validation loops, and posturing. People talk a great deal. The ideas never compound. These are low-exchange rooms: they consume energy without producing return.

Then there are the rare ones, w...

The so-called Solomon paradox — the finding that people reason more wisely about others' problems than their own — has an immediate, intuitive appeal. We've all felt how much easier it is to see a friend's situation clearly while feeling lost in our own. And unlike many catchy psychological ideas, t...

Decision fatigue is a real and familiar experience: by late afternoon, after a day of back-to-back choices, decisions feel harder, judgment feels duller, and the temptation to just pick something and move on gets stronger. You don't need a laboratory to recognize it. What's actually happening isn't ...

Most paralysis isn't a thinking problem. It's a sorting problem. The question that unsticks you: what does it actually cost me if I'm wrong?

Maybe there's a decision looming on your desk right now that you haven't made. You've thought about it, made the list, slept on it — and you're still stuck. I...

Reclaiming confidence and self-trust

In the effort to make the "right" choice or avoid failure, it's common to reach outward — to seek validation or guidance for our decisions, our thinking, even our feelings. Input from others is genuinely valuable, and no one should decide everything in isolation...

Leadership assessments are everywhere, and they promise a lot: identify who will thrive in complex roles and who won't. These tools can surface genuinely useful data. But the uncomfortable truth is that they rarely predict who will actually succeed in a leadership role. What they capture well are tr...

Rest isn't the reward for good thinking. It's the condition for it.

There's a quiet assumption built into how most executives work: that judgment is a stable trait. That if you're a sharp decision-maker, you're sharp — Monday morning or Thursday midnight, rested or running on four hours. Skill is s...

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...