The Man-Child Epidemic
Millions of men are technically adults but functionally still adolescents. They're not broken. They're stuck. There's a difference—and it matters.
Topic
Leadership
A collection of 48 issues
What Genuine Institutional Recovery Requires (And Why Most Organizations Never Get There)
Most organizational attempts at self-correction produce something that resembles recovery closely enough to reduce the pressure for the real thing. Here is what genuine recovery actually requires — and why so few organizations complete it.
The Feedback Desert: Why Leaders Stop Getting Honest Feedback
The feedback desert doesn't form through dishonesty. It forms through rational responses to irrational incentive structures. And by the time a leader notices it, they've already lost accurate contact with the organization they're leading.
The Founder Effect: How One Leader's Blind Spots Become Institutional Blindness
The founder's unexamined assumptions don't disappear when the founder leaves. They have already become the institution — encoded into hiring, succession, and the questions that are safe to ask.
Cognitive Dissonance in Organizations: When Suppression Feels Like Loyalty
Leon Festinger's cognitive dissonance research shows why people protect beliefs at the cost of accurate perception. In high-commitment organizations, the culture doesn't just permit this — it rewards it.
The Dunning-Kruger Effect in Leadership (And Why It's Your Problem)
In 1999, researchers at Cornell confirmed what many suspected: the people with the least developed judgment in a domain are reliably the most certain of its quality. Here's what that means for anyone who leads people.
The Most Dangerous Leader Is the Sincere One
There is a kind of leadership failure every organization fears and almost nobody talks about directly. Not the corrupt leader or the burned-out one — the sincere one. The leader who cares completely and has never learned to question themselves.
The Mediocrity Machine
Most organizations don't promote their best people — they promote whoever makes leadership most comfortable.