Every organization runs on two levels: what’s visible in the structure and what’s lived in the relationships. Most leaders work tirelessly to fix the visible — processes, communication, roles, accountability — but the real architecture of performance...

Leaders are often told to “slow down,” “set boundaries,” or “just stop.” But for many high-performing executives, that advice sounds like telling a passenger to take over and fly the plane mid-air. It’s not that they don’t want to stop—it’s that the ...

Goodhart’s Law: When a Measure Becomes a Target

British economist Charles Goodhart once observed, "When a measure becomes a target, it ceases to be a good measure." This idea, known as Goodhart’s Law, explains why organizations, leaders, and even en...