Resulting. This is the common mistake of using the outcome of a decision to evaluate the quality of the decision itself. It is the fallacy of concluding that a good outcome must mean you made a good decision and, conversely, a bad outcome must mean your decision was flawed. Why does this matter? A growth

Complexity theory. Businesses are, and operate in, complex systems. This is important to understand because complex systems exhibit certain characteristics that impact how you should operate a company. 𝐂𝐨𝐧𝐧𝐞𝐜𝐭𝐞𝐝𝐧𝐞𝐬𝐬 – all parts of your business are connected, which in turn is connected to the outside environment. When making a decision, you must take a holistic

Hands down, it is The Monkey and the Pedestal. Imagine your manager has tasked you with teaching a monkey to recite Shakespeare, while it stands atop a pedestal on a street corner. Like most people, you would likely tackle building the pedestal first. Why? Because it is a well understood and achievable task that allows

Roar by Katy Perry. No explanation required.

Feynman’s Razor – If you can’t explain something simply, then you don’t understand it. This Razor is useful because it both ensures you truly comprehend anything you are learning (pretend you have to explain it to a 5 year old) and also provides a filter through which you can assess what other people are telling

This honour goes to the checklist. That resplendent, yet subtly sublime, doyen of execution. Checklists bring order to chaos, ensure routine tasks don’t go awry and provide the framework for the completion of any project. As I type this, I hear people raging at their keyboards. Checklists are for project managers, accountants, actuaries and other

I woke up feeling adventurous and decided to set myself a challenge. Create a “best of” list. Um, isn’t that familiar territory? A path well trodden? The challenge is that it will be the ‘best of’ in a series of obscure categories. Areas that are relevant to business, but have not yet been plumbed by