No. 01
Personal DevelopmentApril 21, 2013
Meanwhile - how to use it for action
How to use the word 'meanwhile' to shift from planning into doing: a simple mental trick that keeps your momentum going and turns ideas into results.
No. 02
Personal DevelopmentJuly 5, 2012
A Sense of Urgency
Learn why a strong sense of urgency boosts achievement, how urgency differs from stress, and practical ways to cultivate it in life and work.
No. 03
BusinessJuly 3, 2012
The non-customer
Explore the concept of the non-customer in business — why they matter, how to understand their needs, and ways to unlock new opportunities.
No. 04
BusinessJune 26, 2012
Avoiding the Peter Principle
Avoiding the Peter Principle in business: why promotions often lead to incompetence and how changing structure and roles can keep teams capable and effective.
No. 05
TechnologyJune 25, 2012
Get more out of Twitter
Tips to make Twitter more useful and less overwhelming, with ways to manage your timeline, tools to tame the firehose, and better ways to engage
No. 06
BusinessJune 19, 2012
The Pivot
Explore why being willing to rethink and refine your business idea is crucial to success — how passion and conviction must be balanced with flexibility to pivot when assumptions don’t hold
No. 07
TechnologyJune 18, 2012
My favourite methods for music discovery
My favourite ways to discover new music — tools, services, habits and approaches that help you find songs and artists you’ll love.
No. 08
BusinessJune 12, 2012
Stop Sweating the Competition
Why competition matters in business, how it shapes strategy and performance, and practical insights on competing smarter, not just harder.
No. 09
TechnologyJune 7, 2012
1Password, revisited: one password is still all you need to remember
Reusing one password is still how breaches do their damage. A password manager fixes that, and my 2012 advice on setting one up is rewritten for 2026.
No. 10
BusinessJune 6, 2012
Alternatives vs substitutes: a distinction that changes how you think about competition
Your competitors aren't the companies doing what you do. They're the ones solving the same problem differently. That distinction changes the strategy.