I recently read Russ Roberts’ Wild Problems: A Guide to the Decisions That Define Us. The basic premise is that there are certain decisions you can’t make with a pro and con list, and that we can get stuck in these loops – especially with the biggest decisions we make in our lives. We often

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How do you prevent more activity from becoming a substitute for real growth? How do you know what you’re working on is leading to what you hope to see in the future? Growth comes in many forms. In preparing for it or trying to manage it, we can get stuck in patterns that seem productive

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Things often don’t go as expected, whether it’s a new business venture, major initiative, partnership, team, or new hire. Yes, there are things you “should have” seen before, and external conditions that can influence results. But hindsight is always 20/20, and the environment is never perfect. It’s easy to assume you made a wrong choice

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Nearly HALF of managers are at risk for failure. This from a recent HBR article with Gartner data from 9,000 managerial roles. At the end of the article, the authors encourages organizations to start tracking this risk of failure like any other risk in their portfolio. In the very next bullet, the authors recommend that

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It’s Earth Day, a day that coincidentally lands during the week I was signing papers for the house I’ve been in for nine (9!!!!) years. A house I was afraid to buy, because the first house I bought in 2006 ended up being an expensive lesson in riding the waves of unprecedented economic conditions. A

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I always wanted to be an architect. As early as four years old, I remember sketching out house plans. While those early attempts likely weren’t much good, by seven I was filling notebooks with drawing after drawing after drawing. A design for my own house, for other people’s houses, for houses I would quite literally

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Pilots are everywhere – from marketing to innovation to manufacturing to research. But one of the places they are often missing? Strategy. It’s widely known that when strategies fail, they do so in execution. Some studies put that failure rate around 60-90%. Given the number of hours invested in deciding where to take a company,

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Last year, I was approached about a board position with an organization whose mission resonated deeply. They wanted someone who could help them think strategically about where they were going, how to best utilize the resources they had, and how to prioritize their many initiatives. As we talked more, I realized the organization was really

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We don’t talk about tension enough. There are the things that are obviously hard. Things no one would question. But then there’s all the little things. The things that “aren’t that big of a deal.” But they’re still tension. They’re still things to navigate. The tension of wanting to grow, but growing means acknowledging something

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