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 the Difference Between Reasons and Causes

There’s a difference in the cognitive zone between the reason and the cause.  All causes are reasons, but not all reasons are causes. Now anyone can argue by…

On the Difference Between Simplicity and Ease

The leader must be aware of the difference between simple and easy: Easy relates to a process with a low coefficient of friction. Simple means ‘easily…

On the Leader Providing an Empowering Framework

The leader has essential task that is often neglected in management literature. She does more than inspire a mission; she develops a model (framework). This…

On Leadership and the Ultimate Power of Beauty

The virtues of character are synonymous with the attributes of beauty. Art is most compelling when it is “authentic.” Poetry is most rich when it is “honest.”…

On Leadership and the Connection between Ideals and Ideas

The leader must carefully understand the connection between ideas and ideals. Your richest ideas will be intrinsically motivated by your most important ideals.…

On Leadership and Moving Out of The Center

Leaders must discipline the force of their influence. I’d like to influence lives in a good way, but I don’t want to be too central to anyone’s thinking. Life…

On Art and the Transcendence of Meaning

The great musicians rise above the music; they transcend it. They transcend the meaning and they transcend the melody, but those technically proficient…

On Leadership and the Danger of Transition Zones

The leader must beware of “transition zones”. We are constantly transitioning from an intimate conversation to encouraging speech to investigative analysis,…

On the Nature of a True Apology

An apology without contrition is like a contract without a signature; it expresses an intent, but it doesn’t engage the necessary action. Apologies only work at…

On Leadership and Simplifying Greatness

Leaders don’t change an organization simply by doing the extraordinary, they change an organization by redefining the ordinary. Leaders simplify…

On Accepting the Limitations of Our Best Work

Did I do the best I can? Despite the pressures of project deadlines, it is important to have the most important “yes” you can achieve: did I do the best I can…

On Justification vs. Actualization

We spend too much time trying to prove that our choices are grounded in some higher authority, be it logic, God, or some combination. We confuse a decision with…

On Leadership and Looking the Dragon in the Eye

Leaders need to beware of reports that put a "happy face" on bad news. Bad news needs to be exactly what it is. Any interpretation that is unrealistic prevents…

On Leadership and the “One Thing”

At the heart of organizational dysfunction is a problem of emphasis. Broken organizations major on minors and minor on majors.  The artful leader does the "one…

On the Balance Between Craftsmanship and Art

The artist must understand how to weight craftsmanship against art. Craftsmanship is necessary, but not sufficient. Art without craftsmanship is undisciplined,…