Ideas I want to write about

Good leaders have fans. Great leaders have haters.

People with a high agency mindset often have a bias for action.

Instead of I need to understand this before I can try it, they usually think I need to try this in order to understand it. They’re experimental in their approach to problems and goals. They go after what they want without waiting for the circumstances to be ideal.

Extend your healthspan (not just lifespan) :

Sisu, the Finnish concept of embodying a combination of stamina, perseverance, courage, and determination.

Much critical knowledge is tacit, built through navigating complex situations, making mistakes, and observing outcomes.

Failure and reflection are powerful learning tools.

Optimism recognizes that our potential for improvement is infinite in all directions.

The typical unstructured interview conveys the illusion of predictability by allowing hiring managers and interviewers to unleash their biases and subjective preferences during the interview, and then reactivate those same biases during their job performance ratings and evaluations of those candidates, once they become employees. It’s mostly a pers

People with a high agency mindset are frequently enthusiastic and positive. They rarely complain, gossip, or whine. They’re often skeptical but almost never cynical. They usually look on the bright side and are surprisingly good at finding silver linings without being naive or foolhardy. They are positive-sum thinkers with abundance, not scarcity,

Over the years, I’ve tried to train myself: doubt, discuss, dive deeper, understand better, assimilate input from others, reflect on what I’ve learned, get in touch with my intuition, make a decision, and then get to work. The doubt doesn’t really go away, but from that point on, it mostly sits on the sidelines while I do what I’ve decided to do.

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Once bad board dynamics form, they’re incredibly hard to change.

Here’s what to do:

1. Get all members to reintroduce themselves. Not just bios, but sharing their strengths and weaknesses. This forces a bit of vulnerability which builds trust and connection.

2. Clarify the different roles of the board and the CEO. Discuss who sets the strategy, and how you’