The Superpower You Already Have (And Probably Use Wrong)
August 25, 2026 Yesterday I wasted most of the day, panicked at 6pm, and had a finished proposal on the
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The Mammoth Nobody Mentioned
The most significant issues in organisations often arise from a lack of psychological safety, where individuals hesitate to voice concerns about visible problems for fear of repercussions. Effective leaders create environments that encourage open communication, enabling teams to use existing knowledge to address challenges. The key is fostering a culture where speaking up is safe and valued.
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The Chief’s Job Was Never to Hold the Spear
The article reflects on the qualities of effective leadership, contrasting micromanagement with empowering supervision. The author shares personal experiences illustrating how leaders who provide autonomy foster trust and accountability, leading to greater productivity and employee growth. Ultimately, true leadership lies in valuing contributions and allowing individuals to excel independently.
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The Uniform Was the Problem
The article discusses an overlooked aspect of burnout, particularly among disciplined individuals who push through despite signs of mental distress. It reflects on the author’s personal experience with PTSD during nineteen years in the police force, emphasising that discipline without self-awareness can exacerbate burnout. Recognising this can lead to healthier work dynamics.
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The Tribe That Burn Out
Nine months ago, the author decided to leave a stressful project management role to prioritise their health. They reflect on burnout as a biological issue rooted in our evolutionary past, highlighting that modern workplaces lack the communal support essential for managing stress. They advocate for open communication and valuing employees to prevent burnout.
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Resistance Bands (Not Those Ones)
The author discusses the impact of external opinions on personal decisions and mental resistance. Using a metaphor of a Mammoth deterred by conflicting advice, he emphasises the importance of pursuing one’s own path and listening to constructive feedback. Ultimately, he encourages readers to ignore naysayers and trust their instincts.
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Four Cavemen, One Mammoth, and Why Your Team Can’t Agree on Anything
The article discusses the prevalent issue of team friction caused by differing work styles, likening it to cavemen disagreeing on how to catch a mammoth. It suggests that individuals often perceive others as doing their jobs incorrectly, leading to stress and conflict. The key to resolving this is to focus on people, not roles, fostering a collaborative environment.
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The Man Who Drove 40 Miles to Hand in a Forgery
In his reflective post, Carl, known as The Caveman, shares insights from his police work, highlighting how understanding human behaviour can reveal truths. He introduces his Tribal Sorter concept, categorising people into four types, and encourages readers to explore their own tribal character through a free quiz.
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Want change? Picture it!
The author reflects on retiring from a policing career and the challenges of transitioning to civilian life, emphasising the importance of visualising one’s desired future. Through imagination and focus on happiness, they navigated change successfully, highlighting that creating a mental picture can guide the journey towards fulfilment.
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