Personal mastery

We learn more from people who challenge our thought process than those who affirm our conclusions. Strong leaders engage their critics and make themselves stronger. Weak leaders silence their critics and make themselves weaker. This reaction isn’t limited to people in power. Although we might be on board with the principle, in practice we often

One client said his top two processes reminded him of a hammock: with these routines in place, he could be at ease, knowing not only what was ahead, but how he was going to tackle the many tasks of the day.

Just ‘going with the flow’ drains the purpose from your work and life, makes personal and professional relationships seem tenuous and uncertain, and almost guarantees that you’ll fail to live with intention. All this means you may not accomplish things you’d really like to accomplish.

If we accept that what we see and know is inevitably flawed, we must strive to find ways to heighten that awareness—to fill in the gaps,

There has been a growing understanding about human cognitive biases and how they can affect decision making. Many of these are systematized and explained in Daniel Kahneman’s fascinating book, Thinking, Fast and Slow.4 For senior executives the most important seem to be optimism bias, confirmation bias, and the inside-view bias.

habits, as much as memory and reason, are at the root of how we behave. We might not remember the experiences that create our habits, but once they are lodged within our brains they influence how we act—often without our realization.

Great thinkers don’t harbor doubts because they’re impostors. They maintain doubts because they know we’re all partially blind and they’re committed to improving their sight.