Same as Ever: What Never Changes

SOME things never change. When it comes to human behavior, some things stay the same. And those behaviors can make the future more knowable even as so much is changing all around us. Throughout history, circumstances change, but human nature does not. You may not know specifics of the change, but you can know how people will respond. And that can help to explain how we got where we are.

In Same as Ever, Morgan Housel presents us with 23 things that never change. He asks, “What would be true in every imaginable version of your life, not just this one? Those universal truths are obviously the most important things to focus on, because they don’t rely on chance, luck, or accident.”

Every current event-big or small-has parents, grandparents, great-grandparents, siblings, and cousins. Ignoring that family tree can muddy your understanding of events, giving a false impression of why things happened, how long they might last, and under what circumstances they might occur again. Viewing events in isolation, without an appreciation of their long roots, helps explain everything from why forecasting is hard to why politics is nasty.

Let’s look at six of the twenty-three timeless truths Housel presents.

Risk is What You Don’t See

Risk is what you are not prepared for. “As financial advisor Carl Richards says, ‘Risk is what’s left over after you think you’ve thought of everything.’” It’s what you don’t see coming.

If you knew what was coming, you would be prepared for it. Forecasts are based on what you think you know—based on what has happened. What makes it risky is that you can’t imagine it coming. If you did, you would prepare for it.

I can promise you that will be the case going forward. The biggest risk and the most important news story of the next ten years will be something nobody is talking about today. No matter what year you’re reading this book, that truth will remain. I can say that confidently because it’s always been true. The fact that you can’t see it coming is exactly what makes it risky.

We easily underestimate what we don’t know.

Wild Minds

When it comes to what makes the extraordinary person extraordinary, you have to take the good with the bad. “Something that’s built into the human condition is that people who think about the world in unique ways you like almost certainly also think about the world in unique ways you won’t like.”

When you think I want to be like them, you only see the extraordinarily successful part of them. What you don’t see is the messy part that makes them be who they are.

People who are abnormally good at one thing tend to be abnormally bad at something else. Part of this idea is realizing that people who are capable of achieving incredible things often take risks that can backfire just as powerfully. The same personality traits that push people to the top also increase the odds of pushing them over the edge.

Does Not Compute

The world does not work in rational ways. That’s because humans are not rational. And there is no way to quantify that. “Historian Stephen Ambrose notes that Eisenhower and General Omar Bradley got all the war-planning reasoning and logic right in late 1944, except for one detail-the extent to which Hitler had lost his mind.”

Outcomes are not always rational. Part of that is because not everyone thinks the way we do or agrees on how things should be done. Properly incentivized, people will do irrational things. Behavior that makes sense to them, but from a wider perspective makes no sense at all. We believe our own, often irrational stories. At the same time, Housel observes, “We’d never get anywhere if everyone viewed the world as a clean set of rational rules to follow.”

When the Magic Happens

People change, and innovations happen when it is too uncomfortable not to make a change—when their future depends on it. “Stress focuses your attention in ways that good times can’t.” Sometimes people wait too long to change, and then the stress of the moment becomes debilitating, and they go into survival mode.

The fear, the pain, the struggle are motivators that positive feelings can never match. A carefree and stress-free life sounds wonderful only until you recognize the motivation and progress it prevents. No one cheers for hardship—nor should they—but we should recognize that it’s the most potent fuel of problem-solving, serving as both the root of what we enjoy today and the seed of opportunity for what we’ll enjoy tomorrow.

Overnight Tragedies and Long-Term Miracles

When improvement happens slowly, almost nobody notices. “The most important things come from compounding. But compounding takes a while, so it’s easy to ignore.” The same is true for personal growth. And when we don’t see instant progress, we often quit. But if we stay with it, we are rewarded.

On the other hand, bad news comes at us in an instant, and we can’t help but give it our attention.

Growth always fights against competition that slows its rise. New ideas fight for attention. Some might try to step in and slow the fall, but everyone gets out of the way of decline.

Tens of billions of individual steps have to go right in the correct order to create a human. But only one thing has to happen to cause its demise. The idea of “complex to make, simple to break” is everywhere. Growth and progress are way more powerful than setbacks. But setbacks will always get more attention because of how fast they occur. [So,] it is so easy to discount how much progress is achievable.

Incentives: The Most Powerful Force in the World

Crazy incentives cause people to behave in crazy ways. Truth is often just what you want to believe. “No matter how much information and context you have, nothing is more persuasive than what you desperately want or need to be true. And what makes incentives powerful is not just how they influence other people’s decisions but how blind we can be to how they impact our own.”

One of the strongest pulls of incentives is the desire for people to hear only what they want to hear and see only what they want to see. When good and honest people can be incentivized into crazy behavior, it’s easy to underestimate the odds of the world going off the rails.

Incentives can keep crazy, unsustainable trends going longer than seems reasonable because there are social and financial reasons preventing people from accepting reality for as long as they can.

Housel ends this truth with a question we should all be asking:

“Which of my current views would change if my incentives were different?”

He then warns, “If you answer ‘none,’ you are likely not only persuaded but blinded by your incentives.”

There are 17 other truths presented in Same as Ever that are well worth your time to reflect on.

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Posted by Michael McKinney at 07:01 AM
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Leading Thoughts for July 16, 2026

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

Eric Ries on the incoherent organization:

“An incoherent organization is one where what gets rewarded contradicts what gets proclaimed. Where the values on the wall are betrayed by daily reality. Some such companies claim they value innovation but ostracize those whose experiments fail. Others promise work-life balance while ensuring only workaholics are invited to strategy meetings. Still others swear they put customers first but praise employees who engage in deceptive sales practices. Departments clash due to opposing cultures-product aspires to be Apple, but finance aspires to be Goldman Sachs. The result is a company at war with itself. And like a human body suffering from an autoimmune disease, it becomes increasingly weak and vulnerable.”

Source: Incorruptible: Why Good Companies Go Bad... and How Great Companies Stay Great

II.

Walter Lippmann on the forgotten foundation of democracy:

“What separates us from the totalitarian regimes is our belief that man does not belong to the state. This is true. But if we are to be clear about what that really means, we must say also what it is that man does belong to. There are, perhaps, many different ways of saying it. But there is no better way of saying it than to say it as the authors of our liberties were accustomed to say it. They said that man belonged to his Creator, and that since he was, therefore, an immortal soul, he possessed inalienable rights as a person which no power on earth had the right to violate. This was what the founders of the American nation meant when they said that all men were created equal.”

Source: The Forgotten Foundation, Today and Tomorrow, December I7, 1938

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Posted by Michael McKinney at 09:08 AM
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Distancing: How Great Leaders Reframe to Make Better Decisions

WE can be too close, too present in a situation, to look at it constructively. Good decision-making occurs when we can step back and look at the situation from a broader, more objective perspective. We respond differently when we see differently.

Authors L. David Marquet and Michael Gillespie warn us in Distancing, “When excited, stressed, or threatened, we are pushed further into a state of self-immersion, a closed-in feeling of me-here-and-now, which narrows, filters, and distorts what we see, reinforcing our previously held beliefs.”

There are three ways we can step back and get some distance:

We can be someone else
We can be somewhere else
We can be sometime else

Be Someone Else

Being someone else is about learning to become your own coach. If you can see yourself as a coach might see you, you can uncover answers that you already have inside. It is distanced self-talk. This distanced self-talk “helps red helps reduce stress because it removes some of the emotional baggage that tends to cloud thinking, decreasing performance.”

A coach helps you to see your future self. Who do you want to be? How do you want to talk about this episode of your life?

When we imagine ourselves as someone else, we access the strengths of that alter ego and break out of any self-consciousness and attachments to our prior decisions.

Be Somewhere Else

Often referred to as going to the balcony, be somewhere else takes you out of the moment. Be a fly on the wall. Zoom out. Your inner coach gets you to focus on the situation and see the bigger picture. You mentally relocate yourself and see yourself in relation to your environment and your relationships.

If you find yourself thinking about how you look or what others might think of you, you’re doing it wrong. That means you’re still stuck in your own head. You have to dislodge yourself and really become that person on the balcony.

When we think about situations as being further away, we construe them less in terms of their lower-level, specific, concrete, and idiosyncratic features and more in terms of their essential, abstract, and more general qualities.

Be Sometime Else

Become your future self. “We need to distance ourselves from the me-here-and-now self in order to be true to our ideal self.”

The authors suggest three time horizons to consider given the situation: A day (near future), a year (mid-future), and a decade or end of life (far future).

Near future decisions ask “How much will this matter to me tomorrow? How will I feel about this in an hour? Or how important is it to respond to this right now?” These kinds of decisions have immediate consequences.

Mid-future time horizon is from six months to two years. Not for life-changing decisions. This time horizon “helps us shed the short-term concerns about practicality or convenience in favor of loftier ideals and values.” Here we ask questions like, “What would my one-year-from-now self want me to do now?” or “If another team were to do this in six months, what would we suggest they do differently?”

Far-future time horizon is for ten years or more. It provides the temporal space to imagine how you would need to be in terms of your ideals for the future. How do you want it to end? Write the end of your story now.

This approach helps us shed or better process our emotional baggage. Helps us discard our biases. It changes the nature of our fear of regret: We shift from fear of action to fear of inaction. We accept the risk of failure and become more concerned about the risk of not trying.

Distancing requires that you first recognize the need to pause. When you have a decision to make that would like you to push you into a self-immersed state, call the pause and determine one of the three distancing dimensions and give yourself time to pick your next move.

The immersed self is our default state. We are our primary point of reference, the protagonists in our own stories. We live inside our heads, stuck in a myopic first-person point of view wherein—problematically—our emotions cloud our thinking, and we are unable to separate our thoughts from our feelings.

When we focus on ourselves and our situation, we tend to catastrophize. We need to get out of our own head and focus on others. Our self-focus becomes our blind spot, and we become even more immersed in our narrow perspective. We live in the moment, unable to see other perspectives.

Using the tools provided, we can help ourselves to create distance and see a bigger picture. Our inner coach is always focused on moving forward, and by our example we can help others to do the same.

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Posted by Michael McKinney at 09:27 AM
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The Way of Excellence

EXCELLENCE is not a destination. It is the way we move in the world. It’s the direction we grow towards.

In The Way of Excellence, author Brad Stulberg defines excellence as “An ongoing process of growth and becoming that imbues life with meaning and vigor. It emerges from involved engagement in something worthwhile that supports your values and goals. Excellence combines mastery and mattering. It is not something that is out of reach, but rather it is your birthright, a core part of your nature.”

Stulberg also notes that excellence is not perfectionism or obsession. It is becoming a better version of yourself—seeing the future. “When it comes to the pursuit of excellence, we are often faced with the comfort, pleasure, or ease of short-term decisions that contradict our values and long-term goals.” Denying our present to secure a better future. We have to be able to distinguish between what is significant and what is not.

To be excellent, you have to care about what you do. “If you want to have a rich and meaningful life, then you have to expose yourself. You have to make yourself vulnerable.”

Goals add to the richness of life not for their achievement but because of what you become in the pursuit of the goal. You remember most not getting to the peak but what happened on the climb.

Excellence comes from consistency. “Staying consistent often requires demonstrating a bit of restraint today so that you can pick up where you left off tomorrow.” Stulberg tells us to “focus less on any single result and more on the trendline.”

Each and every one of us will face setbacks, unforced errors, and moments when our emotions flare and our plans fall apart. What matters most is how we respond—again and again and again. It’s called having a next-play mentality, and it’s a central feature of consistency.

Don’t make the activity complex. Keep it simple and don’t major in the minors. “Complexity is a way to avoid facing the reality that what really matters for progress in most endeavors is simply showing up and doing the work.” Eliminate distractions.

Top performers don’t always feel motivated. They are disciplined to act. It removes the decision to act. By doing the work, we also gain confidence. Confidence and humility go together. “When we have confidence, it means we’ve done the work to gain it. Doing the work to gain it is hard. And doing hard things makes us humble. It teaches us that we can push limits, but also that we have limits to begin with.” And from that we grow.

Discipline bridges the gap between motivation and action, making the former less necessary for the latter. When you have discipline, you don’t need to feel a certain way to show up and get started. You just do. Discipline is not a chest-thumping, performative act of toughness. It is being the kind of person who shows up for what matters and does what you need to do.

All of this requires time for rest and renewal. Step away from time to time to recharge.

Excellence is about the long game. Patience. “Regardless of our activity, we need to stay in the game long enough to gain at least some wisdom before we can achieve our best.” It also improves your chances for luck, and all great accomplishments contain some luck.

Excellence requires gumption—that sense that nothing can stop you. Obstacles can come from without and from inside of you. Rigidity, arrogance, and doubt can stop you in your tracks. When that happens, you may need to step away. “We can stay fresh by spending time outside of our primary pursuits.” Stay curious. “When we adopt curiosity as a default attitude toward challenges, we put ourselves in a better position to meet the moment and grow.”

Surround yourself with the right people. Excellence is a journey best taken with like-minded others. “Succeed or fail, the journey is almost always better when you have the right climbing partners. If you travel alone, you risk becoming isolated, re: entful, and burning out. If you travel with others, you’re likely to find joy, meaning, and purpose.” Try not to go it alone.

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Posted by Michael McKinney at 08:01 AM
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Leading Thoughts for July 9, 2026

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

Mark Pincus on doing something great:

“Being truly ambitious and committed to winning means: 1. Maintaining ruthless objectivity about your ideas. 2. Being willing to kill them often. 3. Losing any emotional attachment to specific implementations. 4. Testing multiple variants quickly rather than going all in on one.

“When you’re trying to build products, good is worse than bad. B+ ideas are good enough to get funding, get customers, attract talent, and keep hope alive. But they’re never good enough to be great. You can avoid good and get to great by asking questions: Would your smartest friends invest their own money? Are you pursuing this idea out of desperation?”

Source: Life at the Speed of Play: Launch Products People Love!

II.

Anne-Laure Le Cunff on experimentation:

“No matter how good your tool or deliberative your thought process, one thing never changes: There is no right choice. If you’re used to zero-sum thinking, that point of view may frustrate you. But it’s almost impossible to fail when you see everything as an experiment. In a life of experimentation, there is no wrong choice, either. A pact isn’t a destination. It’s a path you walk to discover more about yourself and the world. Success and failure are fluid constructs, not fixed labels. If you simply keep going as is, it means you found an ideal groove-amazing! If you decide to stop, it means this direction didn’t feel good-now you know! The only failure is to confuse mindless movement with mindful momentum. As long as you keep on adapting, learning, and growing, you are winning.”

Source: Tiny Experiments: How to Live Freely in a Goal-Obsessed World

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Posted by Michael McKinney at 10:11 AM
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Emotional Intelligence Is Not Enough Anymore

EMOTIONAL INTELLIGENCE was a genuine breakthrough. When Daniel Goleman introduced it to mainstream leadership culture in the mid-1990s, it arrived as a necessary corrective to a field that had spent decades treating human beings like information-processing machines. The argument was simple and overdue—self-awareness, empathy, and the capacity to regulate one’s own emotional reactions are not soft skills. They are core leadership competencies.

That argument was right. Thirty years later, it is also incomplete.

The limitation is not in what emotional intelligence describes. It is in what it assumes. EI is a management framework. It presupposes a stable internal baseline and trains leaders to recognize and regulate what arises from it. What it does not address, what no mainstream leadership framework currently addresses, is the quality of that baseline itself. And the baseline is where the real work lives. The framework that we need to manage is inside.

A Distinctive Difference

The clinical reality is that two leaders can score identically on every validated emotional intelligence assessment and produce categorically different outcomes for themselves, their teams, and their organizations. This is not because one is more self-aware, or more empathetic, or more skillful at managing their reactions. It is because one is managing those reactions from a baseline of genuine coherence, and the other is managing from a baseline of chronic physiological stress.

This is not a subtle distinction. A nervous system operating under chronic stress, even a well-managed, high-functioning one, is a nervous system in sustained activation. The prefrontal cortex is partially offline. Inflammatory markers are elevated. The heart’s electrical output is erratic rather than smooth. A leader in this state can be emotionally intelligent in every observable way: composed, socially skillful, outwardly empathetic. However, one who leads a compromised internal architecture accumulates physiological damage over time, and transmits a dysregulated energetic signal to every room they enter.

Emotional intelligence teaches leaders how to be attuned and sensitive or responsive to the emotions of others. Emotional Posture^® addresses how to focus your emotional state biologically to lead from a place of energetic influence.

Work Suffers When You’re “Offline”

The research on chronic stress and leadership is clear. Sustained cortisol elevation is the physiological signature of a system that never fully returns to baseline. This degrades brain function, reduces immune competence, accelerates cardiovascular disease, and progressively diminishes the executive’s capacity for exactly the cognitive tasks that leadership demands: strategic thinking, pattern recognition, complex social judgment, and creative problem-solving.

This is the health cost that organizational performance models ignore. And it is not paid only by the individual. The leader who is running on chronic stress is not simply a health risk to themselves. They are an environmental risk to their organization.

When the nervous system is dysregulated, the potency of decisions, influence, relationships and creative foresight is offline. This is affecting health, teams, and organizations in real time.

Emotional Posture^® is a prerequisite to better performance. Increasing High Coherence states allows the nervous system to reorganize itself at the physiological level. When this happens, inflammatory load decreases, cognitive access expands, and the quality of attention a leader brings to their work changes.

Chronic Low-Coherence States Reshape Organizations

Organizations do not develop their emotional cultures through policy. They develop them through entrainment, the biological process by which nervous systems in close proximity begin to synchronize. HeartMath Institute research has demonstrated that the heart’s electromagnetic field extends several feet beyond the body and is detectable by others. A leader’s internal state is not a private experience. It is a broadcast.

A CEO who has learned to manage their anxiety well, who presents as calm, decisive, in control, but who is operating from a baseline of fear-driven urgency will produce a specific kind of organizational system: one where speed is mistaken for efficiency, where risk aversion is dressed as rigor, where the inability to sit with uncertainty generates chronic busyness as a substitute for genuine strategic clarity. These are not culture problems. They are state problems. They cannot be fixed with better communication training or revised org charts.

Emotional Posture^® Goes Beyond Emotional Intelligence

Emotional intelligence interventions work at the surface by teaching people to respond better to what the culture is already generating. Emotional Posture works at the source. The six coherence states Gratitude, Acceptance, Ease, Forgiveness, Compassion, and Love, are not descriptions of mood. They are descriptions of the energetic frequency from which an entire organizational system is being shaped. Change the leader’s baseline state, and the relational field changes. Change the relational field, and the systems built within it change. The end results follow.

This is not idealism, it’s organizational physics. The transition from emotional intelligence to state training does not require abandoning EI competencies. It requires going one level deeper. Three starting points:

• Distinguish management from training. Emotional intelligence is a management skill: it helps you handle what arises. State training is a performance skill: it changes what arises. Begin by reflecting on which one you are actually doing. If your primary practice is recognizing and regulating your emotional reactions after they occur, you are managing. If you have a daily protocol for building the coherence baseline from which those reactions emerge, you are training. Most leaders are only managing. The distinction matters because managed stress accumulates. Trained coherence compounds.
• Locate your habitual coherence state. The six Emotional Posture states are clinically distinct. Each state carries a different physiological signature, a different quality of cognitive access, and a different organizational footprint. Spend one week observing not your emotions but your state—the felt quality of your internal environment across different leadership contexts: high-stakes decisions, conflict conversations, strategic planning sessions. Where does your system default? The answer to that question is not a personality trait. It is a trainable variable.
• Target the gateway, not the peak. Clinical research demonstrates that Acceptance is the non-negotiable threshold between the lower and upper coherence states. You cannot access genuine Compassion, the state from which the most effective leadership behaviors naturally arise, while your system is in contraction from resistance. This applies to organizational realities, team members, competitive pressures, and your own limitations. A five-minute daily Acceptance practice, not as a philosophical position but as a deliberate physiological reset, will produce measurable changes in baseline coherence within weeks.

Emotional intelligence was a necessary evolution in how we understand leadership. The next evolution is not another competency to add to the model. It is a deeper understanding of the biological substrate from which leadership emerges in the first place.

The leader’s state is not a personal matter. It is an organizational one. And it is trainable.

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Dr. Colette D. Sinclair has practiced for twenty years at the intersection of neuroscience, psychology, and contemplative science. She is the creator of Emotional Posture®, a pioneering methodology for cultivating elevated emotional states that restore nervous system balance, expand consciousness, and build sustainable inner alignment. She is the founder of Integrated Mental Wellness, a collaborative collective offering natural alternatives for mental and physical wellness. Her new book is Emotional Posture: Six Energetic States to Create and Sustain Inner Alignment (Balboa Press/Division of Hay House, 2026). Learn more at Dr. Sinclair | Emotional Posture.

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Posted by Michael McKinney at 10:31 AM
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Respond, Don't React: Three Questions Every Leader Should Ask Before Making a Tough Call

A colleague once approached me to discuss a difficult career decision. He had been asked by a very senior person in his organization to consider a new role. Based on his description, it was only marginally better than his current one — somewhere between a lateral move and a promotion. The career paths didn't seem stronger, and it required a relocation he was reluctant to make.

He didn't want to accept the offer. But he was uncomfortable with the risk of saying no to a senior leader. The key question on his mind was: how could he decline the offer and avoid damaging his career or his relationship?

We worked together on talking points, potential questions, and avenues the conversation could take. But after all that preparation, I sensed he was still worried. So I asked him directly: how confident did he feel about the conversation he was about to have? To his credit, he openly acknowledged his concerns. We agreed that in addition to the right talking points, he would also have to prepare himself psychologically — to engage with his senior leader on equal terms, not from a position of trepidation.

A few weeks later, I followed up. The conversation had gone really well. He had declined the offer, and the senior leader had praised him for the way he had done so.

This experience stayed with me because it illustrates something leaders encounter constantly: our preparation may be top-notch, but we are unable to put the plan into action when it matters. The gap between knowing what to do and actually doing it is rarely a knowledge problem. It is a readiness problem.

A quote widely attributed to the Austrian psychiatrist and Holocaust survivor Viktor Frankl captures this well: "Between the stimulus and response, there is a space and, in that space, lies our freedom and power to choose our response. In our response lies our growth and our freedom."

Most leaders understand this intellectually. Fewer use that space deliberately. Through my own experience navigating challenges across a 30-year career, I've arrived at three questions that help me — and those I mentor — use that space more resourcefully.

1. Am I guided by a clear vision of how I emerge?

When a challenge hits, our instinct is to focus on the problem. But the leaders who navigate adversity most effectively begin by envisioning the outcome — not as a wish or a hope, but as a vivid image of a future they believe they can bring into existence.

This applies at every scale. It could be a vision for how you emerge from a restructuring, how you want a difficult conversation to land, or even how you want to show up on a tough day. The principle is the same: first envision the desired outcome, then bring that vision to life.

The harder part is that serious challenges disrupt the baseline from which we project into the future. Conceiving an aspirational vision from a new and unwelcome reality requires a meaningful shift in perspective — and that shift begins with acceptance. Accepting a challenge doesn't mean agreeing with it. It means clearing the mental space to start building forward. After all, if we can create musical instruments and art by upcycling garbage, we can always create a brighter future for ourselves, no matter the circumstances.

2. Am I using all of the resources available to me?

Tougher challenges come with ambiguity, uncertainty, and high stakes. In such moments, the question is whether we are drawing on everything available to us — especially the wisdom of our inner selves and that of our human ecosystem.

Earlier in my career, I was asked to move to a position that looked promising on paper — the right experience, senior leadership support, a strong financial package. But my intuition resisted it from the moment I heard the offer. I sensed that the leadership and culture of the organization might hinder my progression, though I couldn't articulate why.

I followed my intuition and declined. There was no backlash, and better opportunities came later. Reflecting on that decision, it felt as if something within me knew better than my conscious mind — and fortunately, I listened.

Each of us possesses this inner knowledge. We call it intuition, instinct, or gut feeling. Learning to trust it is a key part of the art of decision-making. Equally important is connecting with the wisdom in our human ecosystem. As a Turkish maxim puts it: "Talk with many, think with a few, and decide on your own."

3. Am I prepared — not just strategically, but psychologically?

This is the step leaders most often skip. We prepare our arguments, our data, our talking points — but not ourselves. The doubts and fears we experience in making a decision can linger while we are acting on that decision. Taking the time to prepare ourselves psychologically, just as a coach of a sports team would, is critical.

Three elements of that preparation stand out. First, prepare for others' emotional reactions. As emotions are contagious, an unexpected reaction can easily throw us off balance. Second, develop self-belief. Feeling doubtful doesn't mean we don't believe — it means we still need to confront our doubts and find actionable ways to overcome them. Third, lean on coaching. An outside perspective — formal or informal — can help us see what we cannot see ourselves.

I learned this firsthand when a friend and coach told me directly that she thought I was struggling in a new leadership role. It wasn't easy for my sense of self to swallow that comment. After all, I had already reached a senior position. But after reflection, I accepted that change had to start with me. The coaching that followed was transformative — not because it gave me answers, but because it held up a mirror through incisive questions.

Using the Space

When faced with a challenge, reflecting on these three questions reveals the true extent of control we have over our lives. They shift us from reacting — driven by fear, habit, or ego — to responding with clarity, resourcefulness, and inner strength. The space between stimulus and response is always there. The discipline is to use it.

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Ahmet Bozer is a global business leader and the author of Soulgery: Self-Surgery of The Soul — A Lifelong Guide to Unlocking Your Potential (Ahmet Bozer Growth Colony, LLC, 2025). A former president of Coca-Cola International, he spent over 30 years in senior leadership roles across continents and cultures before devoting eight years to developing the Soulgery model for lifelong personal growth. His approach bridges Western leadership pragmatism with Sufi philosophy. Learn more at www.soulgery.com.

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Posted by Michael McKinney at 07:25 PM
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Leading Thoughts for July 2, 2026

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

Cate Hall on being authentic:

“I was allowed to get away with being blunt and matter-of-fact when it came to people who managed me, but as I moved into positions of power myself, this way of operating began to incur costs. Being a good manager, it turns out, requires more than demanding excellence; it also entails showing that you recognize it in others.

“Moreover, I finally admitted to myself that my cloud of aversion around learning to be warmer was a defensive mechanism. When I told myself I was ‘being authentic’ by remaining aloof, I was also avoiding having to look at some free-floating shame about my social awkwardness. When you spot an inner defense like this—a reaction of “I can’t do that, it wouldn’t be authentic”—it’s a yellow flag that you’ve noticed a possible area of improvement that you’re avoiding because it’s threatening to your ego.”

Source: You Can Just Do Things: How High-Agency People Get What They Want Out of Life

II.

Mike Grossman on keeping it together:

“Focus on input rather than outcome. This is inherently challenging because we live in a world obsessed with outcomes. But the outcome isn’t controllable. Consequently, worrying about the outcome, while sometimes unavoidable, isn’t helpful in the slightest. It’s a waste of time, a waste of energy, and a significant distraction. And it’s emotionally draining.”

Source: Failure Is An Option: Reflections of a Silicon Valley CEO

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Posted by Michael McKinney at 11:07 AM
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