Introduction When companies fail, strategy is often blamed. Leaders analyze plans, market timing, competitors, or execution gaps. Rarely do they look inward at something far more powerful and far more fragile—organizational culture. Culture does not appear on dashboards or quarterly reports, yet it silently determines how people behave when no one is watching. It reveals itself in unspoken tension, declining engagement, unexpected resignations, and teams that stop caring. A weak culture rarely collapses overnight. It erodes slowly through small compromises that feel harmless at the time. One exception here, one ignored concern there, and soon distrust becomes normal. Employees may still show up, but they disengage emotionally long before they leave physically. Healthy company culture is not built through slogans or posters. It is built—and protected—through daily choices, especially when those choices are uncomfortable. Making Values Truly Non-Negotiable Every organization c...
Introduction Most people believe they struggle with decision-making because they lack intelligence. In reality, the problem is rarely about intelligence. It is about unfinished thinking. We often confuse quick reactions with thoughtful reasoning and assume that speed equals clarity. In truth, reacting is easy. Thinking well takes structure. Day after day, we face similar triggers, follow the same mental shortcuts, and arrive at the same predictable outcomes. We mix facts with emotions, risks with assumptions, and opinions with fear—all at once—and label it “thinking.” This mental clutter creates confusion, not clarity. What if the solution was not about being smarter, but about using a better system to organize our thoughts? This is where Edward de Bono’s Six Thinking Hats offer a powerful shift. Instead of letting thoughts collide randomly, this framework helps you think in sequence. Each “hat” represents a specific mode of thinking, allowing clarity to emerge step by step. When ...