The Traps That Survive Knowing About Them
Awareness of a reasoning trap does almost nothing to prevent it. Every countermeasure that works operates on the procedure or the order of information, never on…
Read →Idaho leadership
Leadership Lessons
Practical leadership lessons from experienced Idahoans across the state's industries, institutions, and communities — guidance you can apply in your own work.
Deferring to Someone Else’s Judgment
Deference is not an escape from a decision. It is a decision about whose judgment is better here, and you remain accountable for making it well.
Read →Knowing the Limits of Your Own Judgment
Overconfidence and chronic hedging are the same defect wearing different clothes. Calibration is not humility; it is an accuracy property, and unlike humility it can be…
Read →When to Trust Your Instinct, and When It Is Lying
The strength of a gut feeling carries no information about its reliability. A hunch from a domain where you have no valid experience feels exactly as…
Read →How Judgment Is Built
Judgment cannot be taught, but the conditions that manufacture it can be arranged. The central one is permitted failure at survivable scale, which almost every organization…
Read →The Costs Nobody Describes at Promotion
Promotion is presented as accumulation. It is also a set of subtractions, and the largest of them is the loss of accurate information about yourself from…
Read →Leading People Who Know More Than You
You cannot evaluate the work. You can evaluate the reasoning, and the difference between those two things is the whole of the skill.
Read →What Cannot Be Delegated
Importance is not the test. A thing cannot be delegated when the act of delegating it destroys the thing, and most violations are conflict avoidance in…
Read →The Asymmetry of Responsibility
Authority is bounded and responsibility is not. The gap between them is permanent, and the characteristic failure of mid-level leaders is treating it as a defect…
Read →Authority, Influence, and the Difference Between Them
Position, power, influence, and standing are four separate things that arrive on different schedules. The most common error is assuming they accumulate together, and position is…
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