Every few years, a new personality style model bursts onto the scene, promising to crack the code on what motivates people. The cycle is familiar: “The old tools like Myers-Briggs, DiSC, StrengthsFinder, or Culture Index are outdated. They don’t capture
Every few years, a new personality style model bursts onto the scene, promising to crack the code on what motivates people. The cycle is familiar: “The old tools like Myers-Briggs, DiSC, StrengthsFinder, or Culture Index are outdated. They don’t capture
How we see things determines how we think about them. And how we think about them determines how we act. If you manage people, teams, or complex projects, you have likely noticed a frustrating pattern. You have some smart people.
I’ve noticed a fascinating pattern among three of my most successful past coaching clients. These are founders who used Organizational Physics principles to scale their companies, exited for hundreds of millions (or billions), and have since moved on to become
Summary Insight: Bureaucracy happens when rules override results. Break the pattern by changing structure first—behavior follows. Key Takeaways: Structure naturally calcifies over time, turning execution into motion without progress. You can’t change behavior without changing structure—the system always wins. Move
The proof is in the throughput. It always has been. We get attached to our habits as leaders—the routines that helped us win early, the patterns that feel familiar, even comforting. But habits have a half-life. What worked at $10M
Every living system does two things: It senses and it responds to its environment. To do that, it needs a map — a model of itself in context of the world around it. The problem is, many of us are
When Jensen Huang Said He Waits for Things to Come to Him In a recent interview, Jensen Huang was asked how he manages the complexity and velocity of Nvidia’s growth. His answer surprised me: “Most of the time, I wait
Firefighting feels noble. But it’s a symptom of poor design. When everything’s on fire, it’s easy to feel important. Needed. Even heroic. You’re solving urgent problems, making big calls, saving the day. But here’s the hard truth: if you’re always
Inexperienced leaders to fix problems before they’ve diagnosed the system that creates them. They tweak incentives, shuffle roles, or launch new initiatives—without seeing the structure underneath. Then they wonder why the same friction keeps reappearing. Every organization is a living
They say you can’t solve a problem from the level of the problem. That’s mostly true — but not always. You can solve it from the same level. You’ll just burn out doing it. The Daily Grind of Low-Leverage Solving
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