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 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.…

On Leadership and the Viscosity of Candor

As a leader, I am fascinated by the notion of viscosity. We create giant machines built of strong materials (steel, titanium), and yet, these machines for all…

On the Beauty and the Horror of Life

Those who try to fathom life cannot truly understand until they have joined those who sing the song of grief. It is a chorus that all must one day join. When…

On the Difference between being “Male” and “Man”

Never confuse being male with being a man. The former is a biological definition; the latter is a spiritual definition. The defining characteristic of a man is…

On Leadership and the Art of Peaceful Paranoia

An artful leader embodies a contradiction of peace and paranoia. They are at peace because they maintain crystal clarity, not because they do not see problems…

On Leadership and Difference Between Solving Problems and Building People

Some leaders use their team to solve problems, but artful leaders use problems to build their team. Solving a problem is event-focused; building is…

On Leadership and the Importance of “No”

One of the primary jobs of the leader is to say “no,” and mostly to themselves. We trap ourselves with seemingly harmless commitments. Beware of parallel energy…