Leadership
Across four decades of leading teams, one conviction has shaped me more than any technical skill: the problem is rarely what we don't know — it's what we're certain we know that isn't so. I've spent my career studying how people and organizations decide well under uncertainty — guarding against ego and false certainty, establishing roles before diving into content, and treating risk in complex systems as a systems problem rather than a sum of parts. Good testing, good teams, and good judgment all start there.
Books that helped shape this, along with my experiences, are:
Decision Traps - Russo and Schoemaker - I took a workshop from Schoemaker that humbled me.
"The Fast Forward MBA in Project Management" - Filled with gems, such as before you start your team working on the project, spend time ensuring everyone understands and agrees with their own and other team members' roles and responsibilities
"Denial" Why Business Leaders Fail to Look Facts in the Face- And what to do about it" Tedlow
"Six Thinking Hats" - De Bono - How to run a meeting
"The Art of the Possible" - Jacobs
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