Practice Outweighs Talent in Developing Expert Performance

Daniel Coyle

Journalist Daniel Coyle consolidated neuroscience research with stories of expert performers in The Talent Code: Greatness Isn’t Born. It’s Grown. Here’s How .
He distilled three principles that enable performance development across a variety of skills and fields:

• “Deep” Practice, which includes daily repetition for up to several hours, observation, and corrective feedback by an expert to develop the myelin of “muscle memory” and increase neural signal strength, speed and accuracy.
This practice must be characterized by focused attention to mimic expert performance, reduce errors, and willingness to practice at increasingly more challenging levels.

• Ignition, or commitment based on “unconscious desires” and “triggered by primal cues”

• Master Coaching, in which to expert teacher encourages “ignition” and “deep” practice with:

1. Task-specific knowledge explained with vivid examples and meaningful metaphors
2. Perceptive tailoring to each student’s skills and needs
3. “The GPS Reflex”, or providing timely, specific guidance
4. “Theatrical Honesty,” or ability to empathically connect with students

K Anders Ericsson

Related Posts review foundational research by K. Anders Ericsson, who suggested that expert performance requires “10000 hours of practice.”

Geoff Colvin

Talent is Overrated

Like Coyle, Geoff Colvin argues that Talent is Overrated and can be eclipsed by systematic practice with corrective coaching.

Paul Herr’s Primal Management: Unraveling the Secrets of Human Nature to Drive High Performance also argues that motivation in the workplace, as in Coyle’s broader discussion of performance and motivation, is based on the “evolutionary psychology” of “tribal survival” and includes:

Paul Herr

Self-Protection, the foundation of Maslow’s hierarch of higher-order needs
Abraham Maslow
Cooperation, collaborative work in groups fulfills people’s social desires to belong to a group working toward a shared goal
Skill deployment, opportunity to develop skills and experience satisfaction with progressive improvement
Competency, opportunity to demonstrate skills and receive social recognition for these improvements
Innovation, based on people’s curiosity and desire to make in processes, systems, ideas, events

-*How do you develop your talents?

-*Where do you find expert coaching?

-*How do you persist in “Deep Practice” even when it’s “no fun”?

©Kathryn Welds

Leadership Qualities that Lead to the Corner Office?

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Adam Bryant

Adam Bryant, deputy national editor at the New York Times interviewed more than 200 CEOs of top companies for his column, and distilled the leadership qualities that moved them to The Corner Office: Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed :

Passionate curiosity, deep engagement with questioning mind and a balance of analytical and creative competencies
Confidence based on facing adversity, knowing capabilities
Collaboration, ability to “read” and shape team dynamics
Ability to translate complex to simple explanations
Fearlessness in acting on considered risks

These five characteristics augment qualities that might be considered “table stakes” – or “must-haves” for any leadership candidate:

Preparation
Patience
Navigating organizational obstacles
Building a team of diverse members by galvanizing with a clear mission and spending time with members

Bryant argues that these behavioral competencies may be developed through attentive effort, but he acknowledges that some people have greater natural predisposition and aptitude for these “ways of being.”

Lois Frankel

Lois Frankel’s earlier book, Nice Girls Don’t Get the Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers provided different recommendations for women seeking leadership roles, later empirically validated in research studies:

Act like a mature woman rather than a “girl”
Frame statements as assertions rather than questions
State and initiate a course of action, rather than waiting to request permission

In contrast, Bryant particularly advises women to “meet as many people as possible and build relationships because serendipity and chance encounters can lead to unplanned opportunities.”

Research organizations like Catalyst and Center for Talent Innovation conduct social science research to investigate these behavioral and attitudinal recommendations.

Both groups have questioned the applicability of mainstream recommendations in leadership development curricula when implemented by women, minorities and “people of color.”

Their continuing research agendas include analyzing the behavioral components of general recommendations such as “demonstrate gravitas” which the majority of top executives affirmed as “… critical for leadership. I can’t define it but I know if when I see it.”

These research organizations seek to more clearly define what these key executives see in critical leadership attributes like “gravitas” and to define them in replicable behavior terms.

-*Which leadership behaviors do you consider most important for any executive?
-*Which behavioral competencies are most crucial for aspiring women leaders?

Related posts:

©Kathryn Welds

Chronotypes: Sleep “Fingerprints,” “Social Jet Lag,” and Health

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-*Are you out of sync with socially-defined time at work and home?

Most people require about one hour of sleep for every two hours awake, and each hour of missed sleep results in deeper sleep until the “sleep debt” is resolved.
Health and safety problems of varying severity ensue when the sleep debt is unresolved.

Till Roenneberg

Till Roenneberg of Ludwig-Maximilians-University Munich investigated these health consequences by studying variances individual sleep “chronotypes,” or the amount of elapsed time until a person reaches “midsleep,” the midpoint between average bedtime when not determined by schedule requirements and waking time.

His Internal Time: Chronotypes, Social Jet Lag, and Why You’re So Tired reported one less-known health consequence of discrepant chronotypes – greater likelihood of smoking.
Roenneberg found that greater than 60 percent of those with more than five hours social jet lag are smokers and they have greater difficulty changing this habit than those with less social jet lag.

David Randall

Journalist David K. Randall experienced an episode of sleepwalking and documented his quest to learn more about sleep in his Dreamland: Adventures in the Strange Science of Sleep.
In it, he points out that sleep is crucial for muscle regeneration and long-term memory formation, and conversely, sleep loss interferes with these critical functions.

Other negative consequences of sleep disruption are even more dire.
He reported that depression rates are forty times higher for people with insomnia than those without sleep problems, and that sleep apnea causes 38,000 fatal heart attacks and strokes in the United States each year.

The difference between the personal chronotype and socially-defined time can be considered “social jet lag” that can lead to chronic exhaustion.
Roenneberg calculates that more than 40 percent of the Central European population experiences more than two hours of social jet lag, which can lead to increased errors at work and in operating equipment like automobiles. These consequences can be critical when the work involves public safety in transportation and health care settings.

Adolescents generally experience considerable social jet lag because their average midsleep point is later than that of many adults, and is incompatible with typical school start times.
This is because typical adolescent brains release the hormone melatonin around eleven o’clock at night until after the seasonal sunrise.
In contrast, adults, who set school schedules, have minimal levels of melatonin in their bodies when they wake in the morning, so they are more likely to feel and act alert in the early morning.

Sleep, then, has both physiological and cultural determinants, as Roenneberg showed in his analysis of agrarian areas which may not have such technologies as electric lighting, Day Light Saving Time, or work-related reasons for early rising.
These people typically go to sleep earlier and awake earlier than urban dwellers, and have significantly different midsleep points than people in cities.

A. Roger Ekirch

Historian A. Roger Ekirch of Virginia Polytechnic Institute and State University argues in At Day’s Close: Night in Times Past, that before the Industrial Revolution, the typical sleep pattern was “segmented sleep” (also known as divided sleep, bimodal sleep pattern, or interrupted sleep).

People slept for two or more periods (called “first sleep” or “dead sleep” and “second sleep” or “morning sleep”) in medieval England, punctuated by a period of wakefulness.
Similar terms are found in terms French and Italian languages and among the Tiv of Nigeria.

He argues that this is the natural pattern of human sleep, and is important in regulating stress.
If this is accurate, it would change western medical diagnosis of sleep disorders and might change expectations of “normal” sleep patterns for optimal health and productivity.

Ekirch’s review of historical records suggests that agrarian people were exhausted after field labor, so they would eat and go to sleep quickly after stopping work.
They would later awaken later to pray, reflect, have sex, perform manual labor, interpret dreams, visit neighbors, or engage in petty crime.
Scholars, in contrast, used this time for loftier pursuits – to write without interruption.

-*How do you manage segmented sleep and social jet lag?

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©Kathryn Welds

Lean In: Sheryl Sandberg launches Book, Foundation to Advance Women in Organizational Leadership

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Sheryl Sandberg

Facebook COO Sheryl Sandberg distilled her calls-to-action from her much-viewed TED talk and 2011 Commencement address at Barnard College in her forthcoming book, Lean In: Women, Work and the Will to Lead, scheduled for release 11 March 2013.

She reviews why women in the U.S. hold few of the top leadership roles in organizations and government, and offers greater detail on her much-discussed encouragement to:

Think Big
Sit at the table
Don’t leave before you leave
Lean in
Be bold, be unafraid
Choose the right partner
Seek challenges and take risks required to pursue ambitious goals.

Sheryl Sandberg at Barnard

Sandberg draws on current findings from Stanford University’s Clayman Institute for Gender Research and other top research organizations to offer practical advice on negotiation techniques, mentorship, building a satisfying career, setting boundaries, and replacing the goal of “having it all” with a more achievable target.

Sheryl Sandberg at Clayman Institute

Sandberg is currently establishing The Lean In Foundation in collaboration with the Clayman Institute and corporate partners, to provide:

Online community to share insights and tools,
Online lectures by recognized thought leaders to enhance critical career skills,
Career discussion circles for women, men, and organizations, so they can deploy women’s talents to solve society’s most challenging issues.

-*How far can you “lean in” without losing your balance?

Related Posts:

Self-managed career discussion circles

“Greenlight Group”: No-cost, Self-managed Support to Achieve Professional, Personal Goals

“Think Big, Play Big” at Cisco’s 2013 Women in Technology Forum:

“Everything is Negotiable:” Prepare, Ask, Revise, Ask Again

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LinkedIn Open Group Women in Technology (sponsored by EMC)
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©Kathryn Welds

“Birds of a Feather” brings together Silicon Valley women for Network Development

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Women of Cisco, Citrix, EMC, Intel come together on Thursday 17 January 2013 at Cisco Systems in San Jose, California, for the first of three “unconferences” to build professional relationships across technology companies.

Each firm has an Employee Resource Group (ERG) focusing on career development and advancement for women in technical and non-technical roles, and each recognizes the value of building cross-organizational business networks and relationships.

Women of Intel (WIN) has been a leader by hosting annual events that bring together women from other local technology firms, and occasional efforts have brought together women from Google, Applied Materials, EMC, Intel, Yahoo, Cisco, IBM, Hewlett-Packard, Citrix, Symantec, Adobe, and other Silicon Valley technology companies.

Marylene Delbourg-Delphis

In 2012, EMC and Cisco collaborated on an event designed to encourage longer-term relationships through small-group discussions of a talk by the versatile Marylene Delbourg-Delphis, serial tech entrepreneur, philosophy professor and fashion journalist.

Anna Van Rijswijk

Anna Van Rijswijk of Cisco, member of the EMC-Cisco planning team, expanded this concept to a multi-session series and incorporated a “Birds of a Feather” format, developed by the Internet Engineering Task Force (IETF) to denote initial meetings of members interested in a particular issue.

Olivia Shen Green

This “Birds of a Feather” structure was successfully launched in Cisco’s 2012 one-day event, Women in Technology Forum, attended by more than 1200 Cisco employees worldwide, and led by Cisco’s Olivia Shen Green, who shared principles for conducting an “unconference.”

The goal of the multi-company, multi-session “Birds of a Feather” networking event is to increase insight and resource-sharing on topics crucial to professional women’s career advancement in technology firms, while establishing and developing stronger cross-company resource networks.

Discussion topics, facilitated by members of multiple sponsor companies, include:

Developing “personal brand”
Practicing superior communication skills, “Executive Presence”
Striving toward Work – Life Balance
Establishing Peer Mentoring and “Greenlight Groups”
Developing technical skills
Best practices in design, innovation, and creative processes

Upcoming sessions in the spring of 2013 will hosted onsite at Citrix, EMC, and Intel, and will continue these themes.

-*How do you expand your professional network across companies in your industry and across professional roles?

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LinkedIn Open Group Women in Technology (sponsored by EMC)
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©Kathryn Welds

Useful Fiction: Optimism Bias of Positive Illusions

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Tali Sharot

Tali Sharot of University College London investigated people’s tendency toward unsubstantiated optimism after she observed this bias in her neuropsychological experiments on memory processes of envisioning future events and consequences.

Shelley Taylor

She, like Shelley Taylor of UCLA decades before, argued that this bias was an evolutionary adaptation that enabled people to survive under difficult conditions. Sharot added to Taylor’s work by suggesting that a majority of people demonstrate the optimism bias by a margin of 5:3.3.

Sharot’s The Optimism Bias: A Tour of the Irrationally Positive Brain
compares optimism bias to other perceptual illusions, such as sometimes-fatal spatial disorientation among airplane pilots and other frequently-cited optical illusions like “Young Lady or Old Woman”, “Vase or Two Profiles”, and Thatcher illusion.

An example of optimism bias is the well-documented “superiority illusion”, that most people rate their skills, knowledge, and tendencies as above average in a variety of dimensions.

Ellen Langer

Another example was identified in 1975 by Ellen Langer of Harvard, who suggested that a pervasive “illusion of control” causes most people to overestimate their ability to control events, even those over which they have no influence.
This cognitive bias has been suggested as prevalent among “problem gamblers” and those who believe in paranormal phenomena.

Elizabeth Phelps

Sharot and Elizabeth Phelps of New York University extended Taylor’s early work with neuropsychological research, and reported that the brain’s frontal cortex communication with the posterior hippocampus enables people to envision future possibilities and events.

They observed amygdala and the rostral anterior cingulate cortex activity when people demonstrate the optimism bias and noted that malfunctions in these brain areas are associated with a bias toward pessimism and related depression.

Lauren Alloy

These findings were foreshadowed by Lauren Alloy of Temple University and Lyn Abramson of University of Wisconsin in their 1979 study, which found that people with depression are better able to predict future events accurately, whereas people not burdened with depression have inaccurately optimistic predictions.

Lyn Abramson

“Depressive realism,” just as optimism bias can actually influence or alter future outcomes, as demonstrated in Robert Rosenthal’s classic Pygmalion in the Classroom study and “self-fulfilling prophecy,” leading to the idea that “perception is reality.”

Robert Rosenthal

Though inaccurate, optimism bias has positive effects. It has been observed to:

Reduce perceived stress
Improve physical health
Increase life span
Increase likelihood of people following recommended health practices like exercising, following low-fat diets, taking vitamins.

Sharot suggested that increasing awareness of optimism bias can help people enjoy the benefits of this positive illusion while watching for pitfalls of unrealistic optimism.

-*How do you capitalize on the optimism bias and mitigate its drawbacks?

Sharot’s TED Talk

©Kathryn Welds

Lessons Learned, Do-Over Wishes: Regrets in Life, Career

“Productive Pause”, Intuition for Better Decisions

3 Replies

Everyday wisdom offers familiar advice to curtail impulsivity through slowing down and reflecting:

“Go slow to go fast”
“Sleep on it”
“Wait before sending an emotional email”
“Count to 10, think again”

Frank Partnoy

Former investment banker and lawyer Frank Partnoy’s Wait: The Art and Science of Delay provides empirical evidence on the value of delay to increase the quality of decisions and performance across investment, sports, comedy, and other disciplines. Wait

Creativity experts have demonstrated the importance of an “incubation period” in developing innovative solutions, and Partnoy suggests that similar principles provide and advantage: gathering maximum information in uncertain situations, by executing decisions and performance close to the last opportunity.

University of San Diego’s Partnoy recommends a three step approach to decision-making:

1) Determine the maximum time available to gather information and take the decision
2) Consider, reflect, “incubate” on the information as long as possible
3) Act quickly at the last possible moment

Malcolm Gladwell

His approach could be summarized by referring to Malcolm Gladwell’s best-seller, Blink: The Power of Thinking Without Thinking : “Don’t just blink but think.”

Nalini Ambady

Gladwell argues that people with expert experience and insight are often skilled at using ‘adaptive unconscious’ intuition to “thin-slice” subtle cues to filter relevant information from “noise,” a concept based on Nalini Ambady and Robert Rosenthal’s research at Harvard.

Justin Albrechtsen

Christian Meissner

Research by Justin Albrechtsen, Christian Meissner, and Kyle Susa of University of Texas at El Paso demonstrated “thin-slicing” when they found that intuitive processing can lead to more accurate judgments of deception when compared with deliberative processing.

Kyle Susa

Gladwell and these researchers acknowledge that non-experts, and even experts, can be make erroneous decisions due to bias and prejudice that comes from automatic thinking and habitual cognitive heuristics like the halo effect.

Gerard Hodgkinson

Gerard Hodgkinson of Leeds University found that biased intuitive judgment may be mitigated by “devil’s advocacy” and applying analytical tools like multi-attribute decision analysis and root cause analysis.

He suggests that informed intuition or ‘intelligent-unconscious’ results from subconscious information storage, processing and retrieval, and has conducted several empirical studies to evaluate its mechanisms applied to developing business strategies.

Intuitive judgment was positively correlated with quality and speed of decisions, organizational financial and non-financial performance in at least five studies.

Hodgkinson’s team summarized recent advances in neuroscience, including functional magnetic resonance imaging (fMRI) studies to explain complementary intuitive and analytical approaches to decision making instead of the overly-simplified notion of left brain vs right brain processing strengths.

He synthesized intuition attributes:

Instantaneous insight after incubation period
Subjective judgments
Based on experience, tacit knowledge, “knowing without knowing”
Arise through rapid, non-conscious holistic associations
Affectively-charged: “feels right”, experienced as ‘‘inklings’’ or ‘‘glimmerings’’
Lacking verbalization or conscious awareness of problem solving.

Cognitive neuroscientists have differentiated intuition from instinct and insight using functional magnetic resonance imaging (fMRI) techniques.

Instinct refers to hardwired, autonomous reflex actions, whereas insight involves recognizing and articulating a problem’s structure, and may follow from intuition.

Hodgkinson’s research suggests that intuition can be enhanced by increasing:

Expertise (“prepared mind” or ‘‘deep smarts’’)
Self-awareness (feeling and cognitive style)
Reflection

Akio Morita

His team’s research supports an assertion by Akio Morita, co-founder of Sony and driving force behind its successful Sony Walkman, that ‘‘creativity requires something more than the processing of information. It requires human thought, spontaneous intuition and a lot of courage.’’

-*How have you used pauses or intuition to strengthen decision-making and advance business innovation?

Related Posts

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New Questions, “Senses” for Innovative Thinking and Problem-Solving

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Tim Hurson

Canadian creativity theorist Tim Hurson developed the Productive Thinking Model (“ThinkX”), a structured approach to solving problems or generating creative ideas, outlined in Think Better: An Innovator’s Guide to Productive Thinking.

It incorporates structured questioning approaches similar to those found in Design Thinking and Innovation laboratories:

“What’s Going On?” defines the problem’s context and potential solution structure
“What’s the Itch?” generates an extensive list of perceived problems or opportunities, then distills these into problem clusters, which reveal highest priority issues
“What’s the Impact?” analyzes the issue and its implications
“What’s the Information?” provides problem details
“Who’s Involved?” identifies involved stakeholders
“What’s the Vision?” and “What’s Success?” specify desired changes in the future state using the mnemonic “DRIVE“:

Do – What must the solution do?
Restrictions – What must the solution not do?
Investment – What resources can be invested?
Values – What values must the solution fulfill?
Essential outcomes – What are other elements specify the required future state?

“What’s the Question?” defines the problem as a question through brainstorming, clustering and prioritizing
“What are Answers?” generates possible solutions through the same approach of brainstorming, clustering, and prioritizing
“What’s the Solution?” develops the suggested solution into a more robust approach using the mnemonic POWER:

Positives – What’s good about the idea?
Objections – What’s sub-optimal about the recommendation?
What else? – What else does the solution suggest?
Enhancements – How can the solution’s benefits be improved?
Remedies – How can the idea’s drawbacks be corrected?

“How are Resources Aligned?” specified tasks, timelines, milestones, deliverables, issues, mitigations, stakeholders, and project team members who execute plan.
TED Talk

Daniel Pink

Daniel Pink’s A Whole New Mind: Why Right-Brainers Will Rule the Future outlines required innovation thinking skills to solve problems using approaches like Hurson’s Productive Thinking.

A Whole New Mind He argues that contemporary world economic conditions require six conceptual, subjective, holistic “senses” to transform abundant information into meaningful and actionable implications:

Design is more important than function
Story eclipses argument
“Symphony” (collaborative integration) surpasses focus
Empathy is more relevant than logic
Play trumps seriousness
Meaning is valued above accumulation.

Seymour Epstein

Seymour Epstein of University of Massachusetts supports Pink’s argument by positing two thinking styles in Constructive Thinking: The Key to Emotional Intelligence:

Rational-analytical mind, measured by intelligence tests
Intuitive-experiential mind, associated with emotions and more intuitive ways of knowing, and measured by Epstein’s Constructive Thinking Inventory (CTI)

This “bicameral mind” model is similar to earlier notions of “Left-brain, Right-

Carol Dweck

brain”, and Dweck’s Fixed Mindset and Growth Mindset

Howard Gardner

Like Howard Gardner of Harvard’s theory of multiple intelligences in Frames of Mind: The Theory of Multiple Intelligences, Epstein suggests that both “minds” demonstrate unique types of intelligent knowing, and the Intuitive-experiential mind can be developed to support Emotional Intelligence competences of self-awareness and self-regulation.

These authors and their findings suggest the value of cultivating less analytic and conscious modes of knowing to enhance:

Creative problem solving
Emotional Intelligence skills: Self-awareness, social insight, self-regulation, managing conflict, collaboration, influence in interpersonal relationships.

-*What skills and techniques help you innovate problem solutions?

Career Navigation by Embracing Uncertainty

2 Replies

John Krumboltz

John Krumboltz of Stanford echoes the message in an earlier blog post, Is Career “Planning” Actually Career “Improvisation”? in his book, Luck is No Accident: Making the Most of Happenstance in Your Life and Career

He notes that people can’t control outcomes of unpredictable life and career situations, but he advocates paying attention to thoughts and actions that hinder progress toward goals — and to modify them with small steps.

Increased mindful attention to habitual patterns can set the conditions for desired outcomes by planning contingencies for undesirable eventualities.

Part of this process is being:

Open to possibilities that diverge from an original plan
Willing to consider unexpected opportunities
Able to risk mistakes and rejection.

This may see demanding and undesirable for goal-directed people with a plan, but Krumboltz’s research demonstrates the effectiveness of these guidelines and other familiar recommendations:

Research areas of interest
Network
Ask for what you want
Keep learning

Daniel Pink

Similarly, Daniel Pink advises flexibility in career “planning” in his anime-like The Adventures of Johnny Bunko: The Last Career Guide You’ll Ever Need and questions whether there can be a career “plan”, given many unpredictable possibilities.

Like Peter Drucker and Donald Clifton before him, Pink urges building on existing strengths and finding ways to compensate for less strong areas, rather than investing effort in remedying them.

Donalid Clifton

In addition to familiar suggestions – persist in taking on ambitious challenges while learning from them – he recommends focusing on solving problems for others, and finding a niche to deliver valuable results. Now Discover Your Strengths

This service-orientation pays dividends as a career development strategy and in “making a difference” in the community and one’s family.

Drive Pink’s later book, Drive: The Surprising Truth About What Motivates Us , draws on Frederick Herzberg’s delineation of intrinsic motivation and extrinsic motivation.

Frederick Herzberg

People are motivated, Pink says, by career roles that provide opportunities for:

Autonomy, exerting control over work content and context
Mastery, improving skill in work over time through persistence, effort, corrective feedback
Purpose, participating in an inspiring goal

Pink’s TED Talk demonstrates his passionate advocacy for replacing traditional rewards and recognition with “Motivation 2.0” that provides opportunities for autonomy, mastery, and purpose.

Edward Deci – Richard Ryan

Draw on strengths

Pink cites Edward Deci’s and Richard Ryan‘s Cognitive Evaluation Theory (CET) that investigated variability in intrinsic motivation, and Deci’s Why We Do What We Do: Understanding Self-Motivation which advised managers to adopt “autonomy-supportive” behaviors to encourage employees’ intrinsic motivation.

These varied studies suggest the value of flexibility in career “planning” to capitalize on serendipitous opportunities, and seeking work roles that:

Draw on strengths
Enable intrinsic motivators like autonomy, purpose, mastery, and affiliation, instead of focusing primarily on monetary or status rewards.

-*How do you navigate your career in the face of incomplete information about future outcomes?

Related Posts:

Kathryn Welds, PhD | Curated Research + Commentary

Consulting Organizational Psychologist | Change Consultant | Leadership+Career Master Coach | Coach Supervisor+Mentor Coach |

Practice Outweighs Talent in Developing Expert Performance

Leadership Qualities that Lead to the Corner Office?

Lean In: Sheryl Sandberg launches Book, Foundation to Advance Women in Organizational Leadership

“Birds of a Feather” brings together Silicon Valley women for Network Development

Useful Fiction: Optimism Bias of Positive Illusions

Lessons Learned, Do-Over Wishes: Regrets in Life, Career

“Productive Pause”, Intuition for Better Decisions

New Questions, “Senses” for Innovative Thinking and Problem-Solving

Career Navigation by Embracing Uncertainty

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