Ambiguity is not, today, a lack of data, but a deluge of data.

We need leadership books that offer information as well as inspiration. Pop leadership is one of the most destructive forces today.

Psychological pseudoscience dies hard, especially when there are commercial interests at stake.

Pop leadership abuts pop psychology, and is very destructive. In no other serious domain of human endeavor (surgery, playing the violin) is the subject distilled down to nice-sounding aphorisms that mean nothing.

Mindfulness requires being a beginner. Setting absurdly high-standards, and being unwilling to be a novice, are the joint enemies of personal progress and change. Nobody benchpresses 100 kilos the first time they enter a gym.

Business is the most important institution on the planet for furthering human flourishing.

Mindfulness promises a great number of desirable benefits, and is based on much more solid research than many competing ideas on how to change people.

Many of the cataclysmic leadership failures were failures of rationality. The pendulum of leadership development needs to swing back toward the rational: strategy, creativity, foresight, decision-making, and analytics.

Don’t let Deepak Chopra manage your change program.

21st century leaders will be growers, not knowers.

Green light, STOP – if you want to see where you are taking the most risk, look where you are making the most money.

I love to teach children science.

Strategic coherence is more important than strategic perfection.

We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term decisions in a non-linear, probabilistic world.

Leaders need to sacrifice “power-over” to get “power-to”.

Most businesses would profit greatly from just applying Change Management 101 well.

Although science is not easy in complex human systems, we cannot afford to throw our hands in the air and give up. It may take decades, but it is a game worth playing and winning.

Leaders need to correct for cognitive biases the way a sharpshooter corrects for wind velocity or a yachtsman corrects for the tide.

Too few leaders have the emotional fortitude to take responsibility for failure.

The best way to encourage out of the box thinking is to draw the box correctly in the first place.

gut” when they should be more rational.

Yesterday’s decision-making strategies are ill-equipped to deal with petabyte information flows.

The essence of extended rationality is to know when you are being irrational.

It is time to euthanize change management.