The pattern: overly intense emotions We’ve all experienced someone losing their cool around us. People flip out. They scream or raise their voices. Or, alternatively, sometimes they withdraw and act depressed or powerless. They make rash decisions. They get difficult to be around, etc. Sometimes you’re the one whose emotions get out of control. Some people describe the pattern as “being emotional.” Since I say people are always feeling emotions[…] Keep reading →

Following up on Vietnam, leadership, and the War Remembrance Museum in Ho Chi Minh City, I wanted to include some quotes by Robert McNamara, the Secretary of Defense during the Vietnam war. As the BBC’s obituary noted, To anti-war protesters at the time, McNamara became something of a hate figure, an arrogant ultra-hawk responsible for escalating the war. He fully supported, Johnson’s decision to put ground troops into Vietnam in[…] Keep reading →

The number one defining property of leaders Defining property number one about leaders from leadership guru Michael Feiner (and my professor) is leaders ship. They get the job done. Nobody I know of whose paycheck doesn’t originate with fossil fuels or fundamentalist religion believes we are heading in a healthy direction for our environment. But we all respond to incentives and the incentives of our system — huge roads, low[…] Keep reading →

I wrote the following after reading this article from a venture capitalist giving advice to people thinking about starting companies. A lot of advice VCs give entrepreneurs seems to me versions of “make my job easier,” like how to write a great business plan, how to pitch, etc. In this case, I see him asking entrepreneurs to improve the signal-to-noise ratio so he can have an easier time funding companies.[…] Keep reading →

Wrapping up my series on the counterproductivity of leading with morality, ethics, and judgment, I’ll present a model based I got from Einstein. Without all the emotion judgment can grip you with, you can understand the physics model easily. Then you can apply it to the emotional situation. Then I bet you’ll improve your life. Before Einstein: the problem of the aether Before Einstein, people created a concept called the[…] Keep reading →

Yesterday I wrote on how to lead people (yourself or others) you disagree with without judging them. I skipped cases where you felt you could not work with the person under any circumstances. Let’s look at such cases today. I’m going to treat these cases strategically. Most cases will be unique at the tactical level so you’ll have to figure out how to apply the strategy. If you can’t work[…] Keep reading →

Prelude: this is about leadership (of others and yourself) Yesterday I outlined an essay on the counterproductivity of deciding right and wrong for people who disagree with you. Today I’m fleshing out the essay. The point of this blog is to help people lead — to influence others, to work with them in teams, to negotiate with them, and so on — even when you disagree. So I’ll leave deciding[…] Keep reading →

What a coincidence. The day after my long post on the counterproductivity of moralizing for leading people, using the example of deciding for others whether they should eat meat or not, the New York Times published the results of a contest to do exactly what I described as counterproductive. No contradiction here — the New York Times’s goal is not to lead people, but to sell newspapers and what works[…] Keep reading →

I liked Michael Pollan‘s Omnivore’s Dilemma, which people have suggested I read for years. I like his perspective on food and “food.” I don’t intend for the following to detract from his overall message, but his chapter 17, “The Ethics of Eating Animals,” makes a great example for leadership. Leadership means motivating others, which means changing their emotions. Few of us like when others motivate us with guilt or blame,[…] Keep reading →