Most people treat time like it’s a wall, something they’re constantly running into. “We need to change this now.” “This can’t wait.” “If we don’t act by next quarter, we’ll miss the moment.” I used to be one of those… Basic Concept #64: Time Is a Resource
… then nothing is important There was a moment (I have no doubt you’ve lived this too) where the team couldn’t breathe. Every task was urgent. Every deadline was yesterday. Every meeting started with the same line: “We’re under pressure,… Basic Concept #37: If Everything Is Urgent…
You’ve probably felt it: the pressure to weigh in. Someone asks for your opinion about a conflict you weren’t part of. A leadership decision above your level. A colleague’s behaviour when you only heard one side. It’s tempting to say… Basic Concept #62: “I have no thoughts”
You’re not the hero. You might be smart, talented, even the best in the room. But if you’re not working as part of a team, you’re a risk. To the project, to the people around you, and eventually to yourself.… Basic Concept #43: Always Work as a Team
The Architecture Decision That Taught Me Patience I learned this lesson during one of the most complex technical decisions of my career—choosing the foundation architecture for a complete platform rebuild. Our existing system was reaching its limits. Performance was degrading,… Basic Concept #40: You Don’t Have to Go Fast, But You Do Have to Move
You can’t do good work in silence. You might think your intentions are clear. That people know what you’re doing, why you’re doing it, or what you expect from them. But unless you tell them, they don’t. And even if… Basic Concept #34: Communicate
The Crisis That Wasn’t I learned this lesson during what should have been a straightforward system maintenance window. It started with an email marked “URGENT: CRITICAL SYSTEM FAILURE” from the business operations manager. The subject line continued: “Need IMMEDIATE response… Basic Concept #42: Don’t Confuse Drama with Urgency
Organizations that only respond to problems while ignoring the structures that create them remain trapped in firefighting cycles. Structural thinking requires asking why problems occur rather than just how to fix them, identifying patterns in signals rather than treating each crisis as unique, and investing in prevention systems rather than just response capability.
I learned this lesson during what should have been my career-defining moment. I’d developed a comprehensive digital transformation strategy for our traditional manufacturing client. Six months of research, competitive analysis, technology assessments, and financial modeling. The solution was elegant, the… Basic Concept #39: Timing Is Half the Game
You see injustice. You spot inefficiency. You notice dysfunction. And because you’re capable, caring, and competent, you feel compelled to fix it. So you engage. You speak up. You offer solutions. You take on the fight. But here’s what you… Basic Concept #15: The Energy Trap: Not Every Battle Is Yours