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Three Days at Gettysburg: A Reasoned Leadership Analysis Part 2
The “if practicable” order is, through the Epistemic Rigidity lens, a product of the Einstein Effect working on Lee himself. Lee had built a command culture…
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Three Days at Gettysburg: A Reasoned Leadership Analysis Part 1
Lee’s decision to invade the North in the summer of 1863 was a product of that abundance, and it is where the Epistemic Rigidity begins to…
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Strategic Exits
In leadership, knowing when to walk away from a relationship or situation is as crucial as knowing when to engage. Many leaders find themselves clinging to…
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Waiting for the Puck
You’re good at your job. That’s not flattery, that’s just the setup. You’ve built something real. You deliver. Your manager/boss/leader trusts you. Your team follows you.…
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Clear Start, Strong Finish
Leadership is often built on a foundation of clear communication and expectations. When expectations are set early and with clarity, it creates a roadmap that guides…
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Social Independence
The crowd often has a strong pull, compelling us to conform to its norms and expectations. This pressure can be overwhelming, especially when it comes to…
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After-Action Insights
Performance reviews often trigger a flurry of reflection, offering a chance to dissect successes and missteps. Yet, the challenge lies in extracting meaningful insights without falling…
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Breaking the Plateau
Improvement stalls are a common yet perplexing challenge in the realm of personal growth and leadership development. Often, individuals find themselves stuck on a plateau, where…
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Leveraging Key Activities
Many people approach their day with a lengthy to-do list, assuming that more tasks equate to more results. In reality, the secret to effective leadership and…
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Mood Leadership
When you walk into a room, your mood speaks before you do. This isn’t just an observational cliché—it’s a phenomenon well-documented by studies on emotional contagion.…