What people ask for is not the same as why they ask for it. What people want isn't as simple as what they say they want. Understanding the *why* is critical - the interest is just as important as the

People often erroneously plan for specific futures. This leads down a pathway to failure most times. This is because the future is rarely what we expect it to be. We can think in terms of multiple po

Making good decisions is about tuning context. If you can't determine the context that matters, the decision itself is impossible to measure against. All decisions can be framed within a context with

Feedback loops shape everything around us. We make a change or adjustment, watch for what happens, and repeat. This happens with people in the most unexpected ways. Tuning in to this adjustment loop c

Every decision is a tradeoff. If you are looking for the "right" decision, you can reframe this to the "optimal decision based on my desired outcome." This could have the effect of aligning your biase

Is your performance review judging the luck or random events of a person's career? What about the times they made the right decision in a bad situation? The outcome may not be desirable every time, ev

Feedback loops shape everything around us. We make a change or adjustment, watch for what happens, and repeat. This happens with people in the most unexpected ways. Tuning in to this adjustment loop c

Almost every complex problem can be broken down and solved. Thinking from the other side - learning general solutions and how to compose those will give you the ability to build against the broken dow

Today, we'll dismantle a few common excuses often provided for not setting goals. We also briefly discuss the SMART goal-setting framework.

Your time is full of intent, but if you reflect back - how often do you do what you intend? Our actions are usually trying to reach some outcome, but are haphazard and habit-driven. What if we made t