Condescension is speaking from an assumed superiority that quietly erases the other person's mind, and it happens most easily to people who actually know a lot.

Condescension usually starts from a position of assumed superiority. I understand this better than you. I know what you need. I can see wh...

Criticism is rarely just criticism. It carries information about the person receiving it and information about the person delivering it. The skill is reading both without using either to escape the other.

When someone criticizes us, we tend to ask one question. Are they right? Sometimes they are....

We spend enormous effort trying to feel better. But psychologically healthy people aren't the ones who avoid uncomfortable emotion. They're the ones who can feel it, read what it might be signaling, and decide what to do with the information.

Anxiety feels bad. So do anger, jealousy, disappointment...

High standards are useful applied to things you can influence. They become problematic when they turn into an argument with reality about who other people should be.

Capable, driven people are often very good at changing outcomes. When something isn't working, they study it, improve it, push harder...

When a people situation at work becomes a challenge, the reflex is to react quickly and resolve the problem. The more effective skill is to read the situation, including what it is stirring in you, and choose deliberately.

Every leader experiences this regularly: someone on the team becomes a probl...

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 ...

For a lot of capable people — introverts, founders, senior leaders — small talk feels shallow and faintly exhausting. It makes more sense once you understand what it's actually for: not a performance to get through, but a reading process. The same one that helps you read a room, a negotiation, or ...

Every interaction gives you two sources of information: the person in front of you and your own reaction to them. Understanding people requires learning to read both.

Most advice about working with difficult colleagues offers a list of tactics: set boundaries, listen actively, address the behavior,...

The recurring bind of managing above and below — and the two-way read that keeps stress from landing on the wrong people.

Most leaders in the middle know the feeling before they can name it. In front of the client, you're composed — measured, even accommodating. Then you turn to your own team and s...