Leadership and Beyond

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...