Leadership & Negotiation
Teams, incentives, conflict, delegation, and agreements
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Delegate Outcomes
Delegate the result, boundaries, and check-ins—not every motion.
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Incentives Drive Behavior
People respond to measured and rewarded outcomes, including unintended ones.
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Interests Behind Positions
Negotiations improve when you explore why each side wants its stated demand.
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BATNA
Your best alternative to agreement determines negotiating strength.
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Feedback Needs Evidence
Specific observed behavior is more actionable than personality labels.
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Conflict Can Be Useful
Task disagreement can improve decisions when identity and respect are protected.
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Safety Precedes Candour
People raise problems only when the cost of raising them is lower than the cost of staying quiet.
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Trust Is Built in Small Promises
Reliability is inferred from many small kept commitments, not from a few large ones.
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The Zone of Possible Agreement
A deal exists only in the overlap between the most each side will accept, and sometimes there is none.
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Hiring Is a Bet
A hiring decision is a probabilistic judgement made from a small, unrepresentative sample of someone's behaviour.
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Managing Up Is Information Design
Your manager decides using what reaches them, so what you surface and how you frame it shapes the decision.
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Every Decision Needs an Owner
A decision assigned to a group is assigned to nobody, and tends not to get made.