Everything published, most recent first. Two a week: a standalone piece, and a reflection on that week's conversation.
333 essays
Standardisation and innovation are not competing choices but a polarity. In article four of this series I show how over-rotating to either creates failure, and how leaders can design systems, signals, and guardrails that allow both to coexist and scale.
The recurring fight between governance and autonomy is rarely a problem to solve. It is a polarity to manage. Left unexamined, organisations swing between freedom and control. The task is to design rhythms, guardrails, and signals that keep both working together.
Polarity mapping turns vague “both/and” thinking into a disciplined method. When leaders can map the upsides and downsides of competing poles, identify early warning signs, and design actions that sustain the benefits of each without tipping into failure, they build stronger organisations.
Some tensions are problems to solve. Others are polarities to manage. Polarity mapping is a disciplined way to navigate interdependent opposites without collapsing into false choices, compromise, or managerial relativism.
A quiet change has taken place in executive life, and it is not "AI" as such. It is the arrival of smoothness as a default condition. Language is
Durable advantage is built less on intensity than on cadence, habit, and protected attention. If you want to design routines that stick, reduce attention residue, limit false work, and turn standards into rhythms—read on.
Hard work isn’t one thing. In part one of this series I map three forms leaders confuse—Outthinking, Pure Effort, and Opportunistic positioning—and shows when each helps (and harms). Part two tackles Consistency and Focus, and how to make them compound.
A practical method for how to turn AI into a thinking partner—surfacing assumptions, testing arguments, and strengthening decisions through disciplined cognitive friction.
On the Subject of Leadership is a long-form podcast for people who carry responsibility. No slogans—just clear thinking on authority, judgment, coordination, and accountability under real constraints, through research-led conversations with founders and executives.
AI makes language effortless—but thinking is done best when it is effortful. Thus, beware the “chat trap”: how casual use of generative AI can quietly soften judgement by replacing framing, definition, and trade-offs with fluent prose.
The Scribbler The Case for Friction0:00/615.7681× Good evening, and welcome to this edition of The Scribbler—a newsletter that circles one organisational problem until it shows itself.
In an age of cheap text and AI-generated plausibility, leaders are not misled by too little information but by too much of the wrong kind. In this piece I explore why attention has become a governance risk—and why learning what to ignore now matters as much as what to know.
Metacognition is the discipline of noticing—and revising—your thinking in real time. It sharpens judgement, steadies emotion, and turns debriefs and assumption checks into a practical system for better decisions.
Bad news rarely breaks trust; bad delivery does. Too often managers turn necessary cuts into needless cruelty. Yet, predictability, clear reasons, real control, and concrete compassion can preserve dignity and actually build trust even when decisions hurt.
The em-dash has fallen under suspicion—treated as a tell-tale sign of artificial writing rather than what it has always been: a mark of care, rhythm, and thought in motion. It should return to good standing so we can recover linguistic standards we seem oddly eager to abandon.