Deep Dives Articles
DEEP DIVES ARTICLE — EMOTIONAL INTELLIGENCE
Beyond the Résumé: How to Accurately Measure Emotional Intelligence in Hiring
This is a sneak peek of this week’s Deep Dives article — published today! Become a Deep Dives Member to get access to the full article.
Resumés don’t show EQ. Interviews barely scratch the surface. Yet emotional intelligence is what drives collaboration, resilience, and leadership. In this Deep Dive, we uncover the science-backed tools and practical strategies top companies use to evaluate EQ before making a hire. If you’re tired of hiring candidates who look great on paper but falter under pressure — this one’s for you. 👉 Become a Deep Dive Member to unlock the full article and start hiring for what actually matters.
DEEP DIVES ARTICLE — PERSONAL DEVELOPMENT
Why AI Is Making Us Dumber
This is a sneak peek of this week’s Deep Dives article — published today! Become a Deep Dives Member to get access to the full article.
From auto-summaries to instant email rewrites, we’re offloading more cognitive tasks than ever before. But the more we outsource, the more our mental muscles atrophy. In this Deep Dive, we explore the subtle yet dangerous ways AI may be undermining our ability to reason, create, and think independently. The future isn’t about how smart AI becomes — it’s about whether we stay awake. 🚨 Subscribe to the Deep Dive Membership for the full article and actionable ways to reclaim your cognitive edge.
DEEP DIVES ARTICLE — LEADERSHIP
Why High-Performance Workplaces Need Psychological Safety To Truly Succeed
This is a sneak peek of this week’s Deep Dives article — published today! Become a Deep Dives Member to get access to the full article.
In this Deep Dive, we explore the critical (but often overlooked) ingredient that separates healthy high-performance cultures from toxic ones. Drawing from cutting-edge research, leadership psychology, and real-world examples, we’ll show you why psychological safety isn’t a soft benefit — it’s a strategic necessity. 💡 Get the full breakdown — subscribe to the Deep Dive Membership and build a culture where excellence and trust can thrive side by side.
Deep Dives Book Summary
This is a sneak peek of this week’s Deep Dives Book Review — published today! Become a Deep Dives Member to get access to the full Book Summary.
Your personal brand isn’t your job title or your LinkedIn bio — it’s the story people tell about you when you’re not in the room. In On Brand, Aliza Licht lays out a powerful, practical guide to taking control of that story and shaping it with intention. Whether you’re navigating a career pivot, building influence in your industry, or simply trying to show up more authentically in your work, this book delivers the tools to define your value, align your voice, and stand out — on purpose. Want the full playbook? Dive into our detailed summary inside the Deep Dive Membership — subscribe today!
Quick Reads
quick read — Emotional intelligence
In Life, You Should Never Trust a Person Who Doesn’t Like Dogs. But Always Trust a Dog Who Doesn’t Like a Person
It’s said in jest, often with a wink and a grin: “If someone doesn’t like dogs, I don’t trust them.”
It’s the kind of line that gets a laugh at dinner parties or shows up on coffee mugs and bumper stickers. But beneath the humor, there’s a deeper truth – one that reveals a lot about human nature, emotional intelligence, and our capacity for connection.
Let’s unpack it.
Because while we shouldn’t reduce people to their preferences, there is something profound about the way we relate to animals – especially dogs. And there’s something even more telling about the way dogs relate to us.
Dogs Are Masters of Emotional Intelligence
Dogs don’t speak our language. They don’t care about resumes, wealth, charm, or charisma. They don’t get swayed by someone’s status or social media feed.
What dogs do understand – better than most humans – is energy, intent, and emotion. They are deeply attuned to tone, posture, eye contact, and body language. They can sense fear, anxiety, aggression, warmth, kindness, and calm in an instant.
In other words, dogs are walking, tail-wagging lie detectors for the emotionally intelligent.
If a dog doesn’t like someone, it’s rarely random. It’s often because something feels off. Maybe the energy is unpredictable. Maybe the tone is cold. Maybe there’s aggression, unease, or insincerity under the surface.
And the opposite is also true: dogs love people who are grounded, kind, emotionally open, and consistent in how they show up.
That’s not a coincidence. That’s intuition. And it’s one of the core competencies of emotional intelligence (EQ).
Emotional Intelligence Is More Than Just Empathy
At its core, emotional intelligence is about being aware of your own emotions, understanding others’ emotions, and managing both with wisdom, empathy, and clarity.
It includes:
- Self-awareness (knowing what you’re feeling and why)
- Self-regulation (managing emotional reactions constructively)
- Empathy (understanding how others feel)
- Social awareness (reading social cues and dynamics)
- Relationship management (communicating and resolving conflict skillfully)
These are the same capacities that allow us to build trust, form strong relationships, lead with influence, and navigate complex situations with grace.
And dogs? They demonstrate these skills in a pure, instinctual way – especially when it comes to reading people.
So, Why Should You Be Wary of People Who Don’t Like Dogs?
Let’s Be Clear. Not liking dogs doesn’t make someone evil or untrustworthy. Some people had traumatic experiences, allergies, or simply prefer cats (no judgment). But let’s look deeper at what this phrase really means.
When someone consistently shows discomfort, annoyance, or even contempt toward dogs, it’s often a signal of something larger:
- A discomfort with vulnerability
- A resistance to connection or affection
- An inability to appreciate loyalty, trust, and non-verbal communication
- A dismissive attitude toward those who are different or don’t “serve a purpose”
Dogs Offer Unconditional Connection. They don’t care about what you do or how much money you make. They care about how you make them feel. A person who recoils from that kind of connection might not be comfortable with intimacy, empathy, or emotional openness. They might not trust vulnerability – especially their own.
In emotionally intelligent people, you’ll often find the opposite: a softness, a presence, a willingness to connect without judgment.
Always Trust a Dog Who Doesn’t Like a Person
This part of the quote is especially fascinating – and useful. Because while humans can be fooled by flattery, status, or surface charm, dogs cut through all of it. They’re not interested in how polite someone pretends to be. They’re reading the energy underneath.
If your sweet, well-socialized dog suddenly growls, stiffens, or avoids someone, pay attention. They’re sensing something—maybe something you haven’t noticed yet. Of course, it’s not about paranoia. Not every bark is a red flag. But when dogs are uncomfortable around someone who everyone else thinks is great—that’s worth noting. It’s often a cue to tune into your own emotional radar.
Because here’s the truth: Emotional intelligence begins when we learn to listen—not just to words, but to instinct, energy, and subtle emotional shifts.
And dogs are masters at that.
What Dogs Teach Us About Leadership, Trust, and Human Connection
Here’s where it gets practical. Whether you’re leading a team, building relationships, or just trying to live with more awareness, what dogs model can actually guide us:
No. 1 — Presence Over Pretense. Dogs are fully present. They’re not multitasking or mentally checking out. They’re tuned in. Emotionally intelligent people know that presence builds trust faster than performance.
No. 2 — Consistency Over Charisma. Dogs don’t care how charming you are—they care if you’re consistent. Same goes for people. Reliability builds psychological safety. When your team knows what version of you they’re getting, they relax and perform better.
No. 3 — Energy Doesn’t Lie. A dog might not know your intentions—but they’ll feel your energy. Humans feel it too, even if we’re less honest about it. If you want to build influence, make sure your energy matches your words.
No. 4 — Empathy Is a Superpower. Dogs are naturally empathetic—they mirror our emotions, sense our stress, comfort us when we’re down. Emotionally intelligent humans do the same. They don’t just hear you—they feel you.
No. 5 — Trust Must Be Earned. Dogs don’t instantly trust everyone. They observe. They decide. And when they do trust you, it’s real. That’s the kind of trust we should aim to build—with honesty, consistency, and care.
The Wisdom in the Wag
So yes, it’s partly a joke….. “If someone doesn’t like dogs, don’t trust them.” But it’s also a metaphor—a lens to see people through. Not through their preferences, but through their emotional openness. Their willingness to connect. Their ability to be present, grounded, and kind—even with someone who can’t give them anything in return.
Dogs reflect back the emotional intelligence we bring to them. They model the kind of presence, empathy, and intuitive wisdom we all could use more of.
So next time a dog doesn’t like someone? Maybe trust the tail over the talk.
And next time you feel that subtle “off” feeling about someone? Tune in. You might just be channeling your own inner golden retriever. 🐾
quick read — Personal development
The Truth About Work: Why the Employee-Employer Relationship Is Always Transactional
There’s a quiet myth that still lingers in many workplaces—the idea that your company is your “family.” That your boss will always have your back. That loyalty is rewarded not just with a paycheck, but with enduring care and belonging. It’s a comforting idea. But it’s not always a helpful one. Because the truth is, the employee-employer relationship is—and always has been—transactional. And misunderstanding this reality can lead to disappointment, resentment, and poor decision-making on both sides. This doesn’t mean work can’t be meaningful, or that leaders shouldn’t care about their people. It just means that clarity matters. When we stop romanticizing the nature of work, we can start building relationships that are fair, respectful, and honest.
Let’s unpack what this means—and why embracing the transactional nature of work actually leads to healthier workplaces.
What Does “Transactional” Really Mean?
A transactional relationship is an exchange: you provide something of value, and in return, you receive something of value. In the context of work, it’s simple:
- Employees provide time, skills, and results.
- Employers provide compensation, benefits, and opportunity.
That’s the baseline. Everything else—culture, perks, mission, team bonding—is layered on top of that transaction. But it doesn’t replace it. When an employee no longer delivers value, the employer typically lets them go. When a job no longer meets the employee’s needs, they usually leave. That’s not betrayal. That’s the transaction ending. It’s business—not personal.
The Danger of the “We’re a Family” Mindset
Many companies promote the idea that “we’re not just a company—we’re a family.” It sounds nice, but it’s misleading.
In a family, love is unconditional. You stick around even when things are tough. You don’t cut someone loose because their performance dipped for a quarter. Families don’t make layoffs in economic downturns.
But businesses do. And they should.
Because companies have responsibilities to customers, investors, and the sustainability of the organization as a whole. That doesn’t mean they can’t treat employees with compassion—but it does mean decisions are ultimately made based on performance and value exchange.
And employees, in turn, are not obligated to stay out of loyalty alone. If a better opportunity comes along—higher pay, better growth, more balance—they have every right to take it. Just like companies act in their best interest, employees should too.
Why Misunderstanding This Hurts Everyone
When either side forgets the transactional nature of work, things get messy.
No. 1 — Employees Feel Betrayed. An employee gives everything to their job—late nights, missed vacations, full emotional investment—believing the company will return the favor with loyalty. Then comes a reorg, a layoff, or a lack of recognition. The result? Burnout, resentment, and disillusionment.
No. 2 — Leaders Misplace Expectations. Some leaders expect unwavering loyalty, emotional sacrifice, and “going above and beyond” without considering whether the transaction is fair. They’re surprised when top talent leaves, blaming entitlement instead of re-evaluating value alignment.
No. 3 — Toxic Guilt and Manipulation. “We’re like family” can be used to guilt employees into staying in unhealthy situations or accepting low pay in exchange for “culture” and “mission.” That’s not loyalty—that’s manipulation.
Clarity around the nature of the relationship prevents these dynamics.
Transactional Doesn’t Mean Cold
Let’s be clear: saying the employee-employer relationship is transactional doesn’t mean it should be cold, callous, or transactional only. There can—and should—be trust, care, mentorship, and mutual respect. Great leaders invest in people. Great teams support each other. Great companies build culture and purpose into everything they do.
But all of that is most meaningful when it’s layered on a foundation of fairness and honesty—not wrapped in the illusion of unconditional commitment.
Healthy workplaces operate like this:
- The transaction is clear.
- Expectations are mutual.
- Feedback is candid.
- Appreciation is expressed.
- Boundaries are respected.
It’s not a cold contract—it’s a professional partnership.
What This Means for Employers
If you’re in a leadership or ownership role, embracing the transactional truth can actually help you lead better.
No. 1 — Design Better Jobs. Make sure what you’re asking of people is truly matched by what you’re offering—whether that’s salary, benefits, growth, or flexibility.
No. 2 — Don’t Guilt People for Leaving. When someone moves on, celebrate their next chapter. Don’t take it personally. Instead, focus on building an environment so good that people choose to stay.
No. 3 — Invest in Culture Without Pretending It’s Family. Create belonging, care about people deeply—but don’t confuse that with ownership over their decisions. Culture is a bonus, not a binding contract.
What This Means for Employees
If you’re working for someone else, internalizing this mindset helps you make smarter, healthier decisions.
No. 1 — Own Your Career. Your employer is not responsible for your happiness, growth, or life path—you are. Use your time there to grow, learn, contribute, and decide when it’s time for your next move.
No. 2 — Avoid Emotional Over-investment. Yes, give your best effort—but don’t sacrifice your health, family, or identity for a job. Remember: the business won’t sacrifice itself for you.
No. 3 — Make Decisions Based on Alignment. Stay when it serves your goals. Leave when it doesn’t. It’s not disloyal—it’s strategic. And if you’re a top performer, you have that leverage.
Respect the Exchange
The most successful work relationships happen when both sides understand and respect the nature of the exchange. Employees give value. Employers return value. That exchange should be fair, intentional, and evolving. When that transaction is honored—openly and respectfully—it actually frees everyone to show up more fully. There’s no guilt, no guesswork, no manipulation.
There’s just clarity. And from that clarity, real trust can grow.
So let’s stop pretending work is family—and start building workplaces that are transparent, respectful, and mutually beneficial. That’s not just better for business. It’s better for people, too.
quick read — LEADERSHIP
The Leadership Trap: When Vision Turns Into a Prison
Every great leader starts with a vision. It’s the heartbeat of the business, the guiding light that inspires people to follow. But sometimes, in our quest to see that vision realized perfectly, we fall into a trap. We start gripping too tightly. We start confusing clarity with control. And without realizing it, our vision turns into a prison—not just for our team, but for us, too.
I’ve always believed that effective leadership means giving your team three things: the why, the what, and the when. But then you have to let them figure out the how. When we spell out the “how” every time, we’re sending one of two messages: either we don’t trust our team, or we don’t think they’re capable of bringing the vision to life. Either way, that’s not just a leadership misstep—it’s a warning sign.
The Fine Line Between Vision and Control
Visionary leaders often feel like they’re walking a tightrope. We want our ideas executed with excellence, and close to our original intention. But when that intention turns into micromanagement, we begin to choke the very creativity and ownership we claim to want.
Micromanagement usually stems from fear—the fear that something will be done “wrong,” or not up to standard. But fear breeds distrust. And distrust leads to a culture of control instead of collaboration. When we constantly dictate how something should be done, we stop building leaders. We start building followers.
Worse yet, we become the bottleneck. The single point of decision-making. Our team stops thinking independently. They stop bringing new ideas. They stop owning their work. And we—ironically—start to feel the very pressure we were trying to avoid.
Micromanagement Kills Morale (and Growth)
People want ownership. When given autonomy over how to achieve a goal, they show up differently. They take pride in their work. They push boundaries. They innovate.
But take that away, and you’ll notice the shift. People stop thinking for themselves. They wait. They ask permission. They follow orders. They begin to feel like cogs in a machine rather than contributors to a mission.
This creates a toxic loop of co-dependence. We become overwhelmed with decision-making. They stop taking initiative. The weight gets heavier. Frustration grows. And the culture slowly deteriorates. Innovation dies. Engagement plummets. The most talented people burn out—or bail.
We Built This Culture
Here’s the tough truth: if our team can’t move without our approval, it’s because we taught them not to. We built a system that rewards compliance over creativity. And that system is unsustainable.
The people who stay will learn to play small. The people who don’t? They’ll leave. And the result? A team that maintains the status quo, instead of breaking new ground. A team that executes tasks, but doesn’t grow the vision.
We don’t build extraordinary companies by training people to wait for instructions. We build them by developing leaders—and then stepping back to let them lead.
Letting Go to Scale Up
At some point, every leader has to make a choice: control every detail, or scale the vision. You can’t have both. Not sustainably.
Delegating the “how” isn’t about checking out. It’s about focusing your energy where it matters most. It’s about setting clear guardrails and then letting your people run.
Not everything is high-risk. Not every decision needs your fingerprints. Smart leadership is about discernment. Know when your input is mission-critical—and when it’s not. Don’t major in the minors.
When Vision Becomes a Cage
Communicating vision is critical. But there’s a difference between casting vision and dictating every move. One empowers. The other controls.
If your team is afraid to bring new ideas or try new approaches, you haven’t built a culture of excellence. You’ve built a culture of compliance.
The best teams don’t just carry the vision—they elevate it. They add their own brilliance. They bring the “how” that makes the “what” better than you imagined. But only if they feel trusted.
But What If I Want It Done Exactly Right?
Of course you do. You’ve poured your soul into this vision. You want it executed with precision. That’s fair.
But here’s the catch: you can’t have complete control and full buy-in. You can’t demand flawless execution without giving real autonomy. People don’t show up with heart when they’re just following a script. They show up when they feel like co-creators.
Yes, you can insist on every detail. You can build systems that require your approval at every step. But you won’t get creativity. You won’t get ownership. You’ll get a team that executes—and nothing more.
Real Leaders Build Movements, Not Machines
If you want people to invest emotionally, you have to give them room to make decisions. To take risks. To get it right—and wrong. That’s what builds trust and loyalty.
If what you really want is execution and nothing else, that’s okay. But be honest about it—and hire accordingly. Don’t hire for leadership and expect obedience.
The Unicorn Trap
Here’s another leadership pitfall: expecting others to match your passion, vision, or perfectionism. They won’t. They can’t. You’re the founder, the original visionary. Of course you care more.
That doesn’t mean others can’t care deeply—but expecting them to mirror your intensity is a recipe for disappointment. Your job isn’t to create clones. It’s to build something bigger than you. And that requires trust.
Know When to Step In—And When to Step Back
How do you know when to guide the “how”?
- If the decision is high-risk or high-impact, get involved early.
- If the team member is new or in training, coach.
- If the “how” violates brand values or standards, course-correct.
- If they ask for help, step in.
But otherwise? Let them run. You’ll be amazed at what people deliver when they feel trusted.
Set the Non-Negotiables, Then Let Go
Every project needs a few core elements that are sacred—things that cannot change. Define those clearly. Write them down. Say them out loud. And then? Release everything else.
Let your team create. Let them surprise you. Let them lead.
When we clarify what must remain intact, we free our team to do their best work without second-guessing. That’s how we protect the vision and grow it beyond what we imagined.
The Bottom Line
Micromanagement feels like control, but it’s actually a failure of trust. It builds cultures where people shrink, play it safe, and stop growing. So if we’re giving our team the “why,” the “what,” and the “when”—we must trust them with the “how.” Because if we’re not ready to let go of the small stuff, we shouldn’t be surprised when the big stuff falls apart.
Let’s build movements, not machines.
Quotes of the Week
QUOTE — EMOTIONAL INTELLIGENCE
QUOTE — PERSONAL DEVELOPMENT
QUOTE — LEADERSHIP
Reframe
Speed vs. Precision: The Leadership Balancing Act That Defines Every Great Business
In business, few decisions are as pivotal—and as complex—as the choice between moving fast and getting it right.
Every entrepreneur, executive, and startup founder wrestles with this dichotomy. Should we launch now or perfect it first? Should we hire quickly or wait for the perfect fit? Should we push out the product or tighten the screws?
The tension between speed and precision is not just a tactical dilemma—it’s a defining leadership philosophy. And how you manage it will either accelerate your growth or quietly undermine it.
Speed: The Power of Momentum
Speed is seductive.
It feels like progress. It keeps energy high. It’s what powers startup cultures, lean product launches, and rapid innovation cycles. In fact, “move fast and break things” became the rallying cry of Silicon Valley for a reason.
When you’re fast:
- You capitalize on windows of opportunity.
- You learn through action instead of over-analysis.
- You outpace slower competitors to market.
- You keep your team agile and focused.
In a fast-moving world, speed can be your competitive advantage. It signals decisiveness. It creates momentum. And it often gives you permission to fail—because you’re iterating so quickly, you can adjust before the failure becomes fatal.
According to a McKinsey study, companies that operate with speed and agility are 70% more likely to rank in the top quartile of organizational health and performance.
But speed has a dark side—when it’s unchecked.
Precision: The Power of Discipline
Precision, on the other hand, is about excellence. It’s the engineer who tests every component twice. It’s the operator who ensures the process is built to scale. It’s the brand that becomes known not just for what it offers—but for the consistent quality of how it delivers.
Precision means:
- Making fewer costly mistakes.
- Creating trust with stakeholders through consistency.
- Building long-term efficiency through systems and standards.
- Protecting your reputation with high-quality execution.
Precision is the long game. It’s slower, more meticulous, sometimes more frustrating. But it also builds resilience—the kind of foundation that helps companies thrive through market shifts, leadership changes, or operational stress.
Jeff Bezos once said, “We are stubborn on vision, but flexible on details.” In that quote lies the essence of precision: the relentless pursuit of a standard, not at the expense of speed, but in service of durability.
The Pitfalls of Either Extreme
Like most business dichotomies, speed and precision become dangerous when taken to the extreme.
Move too fast and you risk:
- Burning out your team.
- Shipping broken or incomplete products.
- Eroding customer trust.
- Missing the deeper root cause of a problem in your rush to solve it.
Move too slow and you risk:
- Missing the market window.
- Getting paralyzed by perfectionism.
- Losing relevance.
- Overanalyzing to the point of inaction.
In one of Harvard Business Review’s most cited leadership studies, executives ranked “indecisiveness” as the most damaging leadership trait—often stemming from over-indexing on precision at the cost of action.
The Real Leadership Skill: Knowing When to Lean Into Each
Great leaders don’t pick one side—they develop the muscle to discern when to optimize for speed and when to slow down for precision.
When deciding whether to prioritize speed or precision, it’s helpful to ask a few key questions. If the cost of delay is higher than the cost of making a mistake, it’s usually best to act quickly. Similarly, if you’ll learn more by doing than by analyzing, or if you’re operating in a rapidly evolving or highly competitive space, speed becomes your ally. On the other hand, if the decision is high-stakes or irreversible, or if brand trust or customer safety is on the line, it’s wiser to slow down and prioritize precision. The key is discernment—knowing when agility creates advantage and when careful execution protects what matters most.
Real-World Examples
No. 1 — Amazon’s Two-Way Door Philosophy
Bezos famously categorized decisions as either Type 1 (irreversible) or Type 2 (reversible). Type 2 decisions? Make them fast. Test, iterate, adapt. Type 1 decisions? Take your time. Think deeply. Get it right. This mindset allowed Amazon to move quickly on low-risk experiments (like AWS features) while being deliberate on things like logistics and hiring.
No. 2 — Tesla’s Engineering Culture
Tesla releases software updates with speed and frequency—but their manufacturing processes? Those are built with extreme precision. Musk often pushes the limits on both ends—launching quickly but reinvesting heavily in refining precision behind the scenes. It’s why the cars continue to improve after you buy them.
No. 3 — Airbnb’s Early Days
Airbnb founders didn’t spend years designing the perfect interface or scaling a backend. They moved fast—personally photographing listings, hacking their way through code, and testing pricing models in real time. But once the model was proven, they shifted gears—building precise systems to manage global trust, payments, and user experience. Speed got them started. Precision scaled them.
5 Practical Tips to Balance Speed and Precision
No. 1 — Set clear non-negotiables. Decide what must be perfect (e.g. guest experience, legal compliance) and where “good enough” is acceptable.
No. 2 — Use 80/20 thinking. Focus on the 20% of effort that produces 80% of the result—especially in early product or marketing cycles.
No. 3 — Establish fast feedback loops. If you’re moving quickly, build in checkpoints to catch errors early. Speed without feedback is chaos.
No. 4 — Define “done” for different contexts. Launch-ready in a beta test is different than launch-ready in a Fortune 500 environment. Calibrate accordingly.
No. 5 — Train your team to decide accordingly. Empower your people to ask: Is this a speed decision or a precision decision? That awareness alone will improve performance.
Momentum + Mastery = Magic
Here’s the truth no one tells you: You don’t have to sacrifice quality for speed—or speed for quality. You just have to know which lever to pull, and when. The best companies are fast where it matters and precise where it counts. The best leaders know when to launch and when to pause. And the best cultures reward both bold execution and thoughtful refinement. Because in the long run, the companies that win aren’t just fast or flawless. They’re the ones that master the dance between the two.