Leadership and Beyond

  One of the most common barriers to progress in the workplace isn’t resources, time, or skill. It’s the gap between perception and reality. We tell ourselves stories about what might happen, and those stories quietly derail projects, delay decisions, and create unnecessary stress. Most of the time, the gap is bigger in our heads than in real life. Why We Create the Gap As humans, we’re wired to protect ourselves from risk. That instinct, while useful for survival, often works against us at work. Instead of testing reality, we rely on assumptions fueled by: Fear of rejection or failure Biases from past experiences Overthinking possible outcomes This creates hesitation and stalls progress, even when the actual obstacle is minor or nonexistent. Common Workplace Examples Here are a few scenarios where perception and reality often drift apart: Requesting resources Perception : “Leadership will say no; budgets are too tight.” Reality : A well-framed...

  We’ve all been there.   Staring at the ceiling at 2 a.m. asking, “Should I stay or should I go?” The decision to leave a job is one of the most personal and high-stakes calls you can make. And it’s also one of the most overcomplicated. That’s why the Paint It Red philosophy is the perfect framework for moments like this. Let’s walk through how the pillars help you cut through the noise and decide with purpose. Mindset-Money Mastery Channel. Click Here. 1. Why We Overcomplicate This kind of decision is ripe for overthinking: “What if I regret it?” “What will people think?” “What if the next job isn’t better?” We turn it into a mental chess match. But the truth is, staying in the wrong role just because the next one isn’t guaranteed? That’s not logic, that’s fear wearing a suit. Ask: What facts am I using, and what stories am I telling myself? 2. The Rake Theory Sometimes, staying put is just stepping on the same rake again and again: To...

Even the most experienced leaders fall into patterns that hold their teams back. If you’ve ever wondered why the same problems keep resurfacing, it may be time to look in the mirror.   Maybe you identify with one of these traps or have seen yourself wavering in and out of all of them at times.   Don’t worry, you are human.   Part of being human is managing imperfection. By recognizing these behaviors, you can start managing or eliminating the tendencies. 1. The Overcomplicator Complexity feels safe. If an idea is simple, it’s easier to see if it fails. So, some leaders bury clear solutions under layers of processes, meetings, and data. But more complexity rarely creates more progress, it usually just hides problems longer. Ask yourself: Are you adding steps that don’t truly serve the goal? 2. The Micromanager Micromanagement masquerades as thoroughness. These leaders want control so badly they end up redoing work, second-guessing decisions, and preventing their te...

  Hiring isn’t just about filling a role. It’s about choosing who gets to influence the team, shape the culture, and either reduce complexity or add to it. A resume may show skills, but the right hire shows signs of ownership, simplicity, and sound judgment. In the Paint It Red Philosophy there are two pillars stand out when it comes to hiring decisions: The Rake Theory and The Five Closest People. Pillar 2: The Rake Theory Some people unintentionally create problems that slow down progress. They overthink simple tasks, avoid responsibility, or introduce unnecessary steps. These are self-made obstacles or “rakes.” And once they’re dropped in the middle of a process, someone’s going to step on them. When hiring, it’s critical to spot these behaviors early. Ask questions that reveal how a candidate handles failure or pressure. Listen for signs of accountability. If someone always has an excuse or a vague explanation for past setbacks, that’s a sign they may carry rakes into you...

  Disagreements in the workplace are inevitable. Whether it’s about strategy, performance, or expectations, conflict can either create progress. The difference lies not in the disagreement itself, but in how leaders handle it. Breaking Through: Smarter Strategies for Everyday Decisions Audio Book. Amazon and Audible. Click Here Google Playbooks. Click Here I’ve seen firsthand how overcomplication and ego can turn a simple misalignment into a full-blown disaster. But when we apply two core decision-making pillars of the Paint It Red Philosophy we get a clearer, calmer way to resolve tension without losing trust or traction. Control Bias and the Rake Theory 1. Control Bias: Focus on What You Can Actually Influence In any disagreement with an employee, it’s tempting to focus on what they’re not doing. Attitude, tone, follow-through, etc. But the Control Bias teaches us to first ground ourselves in what we can control: our response and our expectations. Let’s say an employee is pushing...

It’s easy to blame people when things feel unorganized or inefficient. But in many cases, the real issue isn’t effort, it’s structure. That’s where the Process-People-Product model offers a direction. When people operate without a clear process, even their best intentions can lead to confusion and inconsistency. To illustrate this, let’s look at something familiar: a snow-covered parking lot. Picture this: You pull into a parking lot after a big snowstorm. The asphalt is covered in a thick white blanket, and the painted lines that usually mark each space are completely hidden. Drivers still park and they do their best. But without any visible guidelines, things quickly get out of sync. Some vehicles end up parked at odd angles. Others take up more space than needed, or pull in so close to the next car that opening a door becomes a challenge. A few folks leave giant gaps, thinking they’re being safe, while others squeeze in wherever they can. The result isn’t total chaos, but it’s def...