The 12-Hour-a-Year Workload: Why We Are Addicted to the Grind
I told the Chairman I could give him a breakthrough every week. He told me to stop. He told me that if I gave him two (like the one I just gave him) a year, I was successful. He was effectively telling me to work 12 hours a year. Why? Because most leaders are trapped in the Moral Fallacy of the Grind, the belief that for an impact to be big, the effort must be painful.
Your Strengths Are Probably Holding You Back
Most leadership advice tells you to lean into your strengths. But what happens when your strengths are the thing breaking the system? Overused strengths don’t just create blind spots, they distort decisions, create dependency, and quietly cap your leadership impact. This is the part most leaders never learn.
The Maturity Vacuum: Why Drift Happens When Leadership Stops Evolving
Chaos isn’t failure, it’s a signal. This post breaks down the five types of organizational drift and shows how to move from heroic firefighting to resilient architecture. Diagnose your Crapportunity before burnout becomes your business model.
“If your title says X but your day is 70% Y…”
“You’re not failing. You’re filling the gaps no one else sees. And the more capable you are, the worse it gets.”
If your title says X but your day is 70% Y… you’re not unfocused, you’re filling the gaps no one else sees.
This post explains why high-functioning operators get pulled into the cracks, how burnout and blame emerge, and what quadrant-aware change actually looks like.