Below is a collection of Dr. McGlaughlin's most recent observations (500+). Most of these observations are made throughout the course of everyday life, captured by dictation, and added to FlintsNotes.com. You can read more about the observation capture process here. The content here changes 5 days a week, so be sure to check back often. Also, feel free to leave a comment in the comments section of each observation.

On Leadership and the Difference Between View and Perspective

It is useful for a leader to understand or draw the distinction between the term “view” and the term “perspective.” When I was a young man, I had a (flawed) view…

On the Power of the Compass and Lens

Vision is overrated. Indeed, there is a place for this concept, but it is more important that the leader develop two essential tools: their “compass” and their…

On Leadership and the Danger of the “Almost” Tense

Leaders must beware of leading from the “almost” tense. Though you cannot measure this gap in cognitive inches or minutes, the “almost” tense is the furthest you…

On Leadership and the Three Elements of Impact

The artful leader must think of themselves as a construct of impact. In this construct, there is a pattern so fundamental that it may be related to physics, as…

On Leadership and the Balance between Aggressive Reflection and Relentless Action

Too many organizations are either paralyzed by excessive discussion or rendered ineffectual through frantic activity. Aggressive reflection requires the leader’s…

On Leadership and Three Elements of a Healthy Organization

The leader must be aware of three elements that contribute to an effective culture. I have noticed in literature various HR experts speak of these elements, but…

On Leadership and the Danger of Math

The leader must be careful of making decisions via the comfort of math. Indeed, any leader can conclude that (3 – 4 = -1); calculating is not the hardest part.…

On Leadership and Becoming our “Yes-es”

Each time we say “yes,” we are engaged in the predication of our subject (being). “Yes” indicates something about our ontology, in that it actualizes a…

On Leadership and the Agenda as Hypothesis

The artful leader approaches meetings with a unique construct. An agenda should not be “a list of things to talk about”; an agenda forms a hypothesis for how the…

On the Difference between Reason and Excuse

The leader must understand the difference between a reason and an excuse. You can use a reason to explain why you behaved in a certain way without implying that…

On Leadership and the Practice of “Yes And”

One of the most important tools for the leader is the phrase “yes and.” It is natural for the leader to say “however” or “but”; yet, this pointer word should…

On Leadership and Assessing Risk in New Hires

When the leader places someone in a strategic position, the first question they should ask is not the standard question: is this the right hire? But rather a…

On Love and the Three-Word Promise that Preserves Relationships

The three-word promise, “I love you” can start a relationship, but only the three-word promise, “in spite of” preserves a relationship. Transcendent love moves…

On Leadership and the Essential Elements of a Good Strategy

The artful leader develops strategy with four key insights in mind: 1. A good strategy mitigates its downside. Great leaders don’t take enormous risks unless…

On The Illusion of Optionality

The artful leader does not mistakenly equate the number of options with freedom. The inverse is true; the number of options can produce restrictions on freedom.…