Essays & notes
Ideas I use in coaching, training and in the conversations I have with the people I work with.
Automating early-career work creates a problem deeper than productivity: if the tasks through which people accumulated experience disappear, organizations must deliberately redesign how expertise is built.
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People can adopt AI very quickly while processes, roles and decisions remain almost unchanged. That is where the real change-management problem begins.
Read articleManagement conversations become more useful when we clarify the problem, the stakes and what we want to be different afterwards, not only the message we want to deliver.
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The quality of a decision may depend more on how we define the problem, criteria and assumptions than on how quickly we choose.
Read articleSometimes expertise is missing. Sometimes there are already enough solutions and the difficulty lies in the choice, the role, the conversation or how we are working with the situation.
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When the information is already there, the obstacle may sit somewhere else: perceived cost, fear, identity, control or an old behaviour that still serves a function.
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Good networking does not start with a list of people you can use. It starts with curiosity, relevance and a willingness to build a relationship.
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Sometimes you do not need another solution. You need to understand more clearly where you are, what matters and what is keeping you from moving forward.
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You can have the right content and a good model. If the person in front of you is not available for learning, information may remain just information.
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Not all of our reactions are decisions. Some are simply responses repeated often enough to start feeling inevitable.
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We do not need to remove emotions from negotiation. We need to notice them early enough that they do not make the decisions for us.
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