Leadership through history, human behaviour, and hard miles
Leading an organization is inherently complex, requiring a constant balancing act between legacy and future uncertainties while navigating the cultural and psychological rhythms of people within the system. Nature, too, is complex, yet humans have developed principles to understand it, codified in the scientific method. This approach, though powerful, differs from our instinctive decision-making, which
The Inner Game of Tennis was a hugely influential book when it was launched in the 1970s. Legendary coach Timothy Gallwey introduced a groundbreaking perspective on tennis, emphasizing that the “inner game” of battling self-doubt and anxiety is more important than the “outer game” of perfecting hand and body movements. The principles Gallwey presented extend
Socrates was a gadfly, a persistent questioner who roamed Athens engaging people in conversations and challenging their beliefs. His inquiries often focused on examining the assumptions underlying deeply held convictions. Using a gentle and gradual approach, he probed carefully, exposing contradictions in reasoning. This technique, known as the Socratic method, became a cornerstone of critical
Our minds are often consumed by incessant chatter. Past experiences, future anxieties, and ingrained biases constantly collide in this stream of self-talk. Unfortunately, much of this chatter tends to skew negative—a result of our biological programming. Early humans had to prioritize survival, evading danger at every turn. The principle of “better safe than sorry” is