PHILOSOPHY

Data is everywhere. Discernment is rare.

My work concerns the moments when leaders, teams, and organizations must honor their intuitions, test their convictions, and make the choices that carry real weight.

AI can simulate analysis, pattern, even persuasion. It can add to our thinking in remarkable, efficient, and novel ways. But it cannot itself feel responsibility or sense when trust is on the line.  It can’t do our thinking for us. It shouldn’t do our thinking for us.

As more decisions are delegated to algorithms, the choices left to humans will become fewer but more consequential. They will define the direction, growth, and meaning of our work and our lives. And they will call for imaginative, moral, irreducibly human leadership.

Stories are tools for discernment. In an age of information abundance and attention scarcity, storytelling is an ever more essential form of intelligence, delivering the capacity to determine what’s real, what matters, and what’s worth doing next.

WHAT I’M READING

On how leaders can shift from a “threat state” to a “challenge state”
Harvard Business Review

On the rewards of discussing deep things
The Atlantic

On the power of strategic prototyping
LinkedIn Pulse

On why AI demands a new breed of leadership
MIT Sloan Management Review

On why playing a machine is still playing alone
A Working Theory