My first collection

Leaders also naturally presume that team members are rational and willing to be convinced to take a new direction.

Unfortunately, for most people, change is stressful, uncomfortable, and unwanted. People prefer what they know and strongly resist accepting a new path.

While good leaders make the case for the need to change, many team members view chan

Me is overrated

We is underrated

Planning is overrated

Planting is underrated

Answers are overrated

Questions are underrated

Virality is overrated

Quality is underrated

Eleanor Anstruther : I have opinions, I’m ready to share them, I’m not averse to changing them. I’m also very keen on not knowing and being okay with that.

From Oldster

• Decisions suffer: Without pauses, leaders react instead of strategizing—leading to short-term fixes, not long-term solutions.

• Innovation stalls: Breakthroughs don’t come from busyness. They emerge from reflection, setbacks, and unexpected insights.

Instead of avoiding metrics, organizations should use multiple balanced metrics, combine them with qualitative measures, and maintain healthy skepticism.

Effective metric use requires continuous evaluation, adaptation to changing circumstances, and fostering a culture that questions and improves metrics.

Metrics are like “powerful drugs” — dangerous

A question I think about a lot:

What important truth do very few people agree with you on?

I also think a lot about the concept of a spiky point of view:

A spiky point of view is a perspective others can disagree with. It’s a belief you feel strongly about and are willing to advocate for. It’s your thesis about topics in your realm of expertise.

If you’re lucky, age happens, and when the thought drifts by that I could inject this or lift that, I think of Joan Rivers who said, “You can either look old or weird.” There’s no third option.