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In the spring of 1902, Hanoi, Vietnam, stood on the precipice of its first bubonic plague outbreak. In the preceding years, French colonial efforts had focused on urban modernization, epitomized by the construction of nine miles of sewage infrastructure intended to equip the city with essential services, such as running water and flushing toilets. [1] However, despite the robust construction, the sewers' warm and damp environment unintentionally provided an ideal habitat for plague-carrying rodents. Before long, rats began to infest the streets, inundating Hanoi with unprecedented levels of disease.
In the 1980s, New York City faced a severe crime wave that challenged the New York City Police Department (NYPD) to innovate its law enforcement strategies. Instead of relying solely on physical force and power, the NYPD adopted a forward-thinking approach to crime reduction. A cornerstone of this approach was the implementation of "broken window policing," which focused on addressing minor offenses such as vandalism, public drinking, and fare evasion. The rationale was that maintaining an atmosphere of order and lawfulness would prevent more serious criminal activity from escalating.
Imagine you’re playing a game of tennis, rallying back and forth, playing with competitive grit, when you slightly lean to the left of the court in the middle of a point. Your better-skilled opponent catches your drift in their peripheral vision and changes their shot at the last second. Game. Set. Match. [1] In tennis, this is called an unforced error (UE). You lost, not because of your opponent’s expertise but rather because of your poor judgment and execution . To quote Shane Parrish, “Amateurs win the game when their opponent loses points; experts win the game by gaining points.” [2]
Imagine this: in a moment of irritation at the noise, Covey leaned in and suggested the father might quiet his children. "I suppose I should," the man said, his tone heavy. "We've just come from the hospital. Their mother died an hour ago. We're all a bit lost right now." [1] Covey meant well. But even with the best intentions, he stumbled. He got caught in a mental shortcut we all take now and then—the Fundamental Attribution Error. [2] It's a trap that can sour good relationships if we're not careful. It's when we let our own story about someone's behavior overshadow the actual story unfolding around them.
Every day, we encounter disproportionately powerful moments. These junctures might be described as "the choice to ship," the decision points where you commit to making something happen—or you don't. James Clear might call these "decisive moments." [1] They seem small, like whether to lace up your sneakers or scroll your phone yet again, but they’re pivotal. Taking that “Leading Difficult People” course can enhance your skill set. Conversely, choosing to spend time lamenting about the state of affairs with your direct reports with a friend might not.
I’m busy is the “pull the string” answer for most, but being busy isn’t always about being productive. Here’s the thing: refreshing your email for the hundredth time or tweaking a presentation that’s already fine is like running in place. You're moving, but not forward; before you know it, you're brilliantly procrastinating on the work that matters most. Timothy A. Pychyl cracks open this conundrum in " The Procrastination Puzzle ," describing procrastination as delaying what we plan to do, even though we know it will bite us back.
In today's world, where the buzz of notifications tempts us constantly, it's common to see people glued to their phones, diving into the endless sea of (sad) news. You've probably noticed it, too—this relentless checking doesn't quite lead to peace of mind. It's an interesting paradox: more information, less joy. Let's embark on a journey of self-discovery in this fast-paced world by stepping back and examining the routines that drain us. This empowerment allows us to carve out new, uplifting rituals in their place, bringing a sense of relief and healthier hope for leaders and teams.
In a recent blog post , we delved into the" Trichotomy of Control ", a framework that provides a lens to understand the elements of agency and change. It suggests that some aspects of life are entirely within our control, others are beyond it, and others lie in a middle ground, influenced but not wholly governed by us. This framework sets the stage for this post on decision-making. Chip and Dan Heath's pivotal book, " Decisive: How to Make Better Choices in Life and Work ", highlights four impediments to sound decision-making.
In navigating the current climate of uncertainty, we often find solace in the wisdom of Epictetus, who asserted that some aspects of life are within our control while others are not. However, this perspective simplifies the complex tapestry of human experience, which is not merely a dichotomy of control but rather a trichotomy. Consider life not as a bifurcated path but as a delta comprising three distinct channels of control. First, there are the facets of life over which we have complete autonomy.
Sound familiar? A campus leader, formerly celebrated for their achievements, now swamped under a deluge of administrative duties. Their open door, a symbol of accessibility, has paradoxically become a blockade to productivity, their days a marathon of meetings, and their evenings echoing with the silent wishes of family for a shared meal. This is the quintessence of delegation gone awry. “The Power of Letting Go: How Effective Delegation Builds Stronger Team Performance” explores the profound impact of delegation—it’s not just about lightening the load. It’s about crafting an ecosystem where every individual within your organization can thrive. It’s about your transformation from busy back to brilliant, a visionary capable of unlocking the collective potential of your team.