Servilleta

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  • On Being Humble and Accountable

    I’m reading Annie Duke’s Thinking in Bets book, when going through this paragrah:

    “Self-serving bias has immediate and obvious consequences for our ability to learn from experience. Blaming the bulk of our bad outcomes on luck means we miss opportunities to examine our decisions to see where we can do better. Taking credit for the good stuff means we will often reinforce decisions that shouldn’t be reinforced and miss opportunities to see where we could have done better. To be sure, some of the bad stuff that happens is mainly due to luck. And some of the good stuff that happens is mainly due to skill. I just know that’s not true all the time. 100% of our bad outcomes aren’t because we got unlucky and 100% of our good outcomes aren’t because we are so awesome. Yet that is how we process the future as it unfolds”.

    Leads me to a reflection about the situations (Business meetings, Friends circles, Study groups) where “Pretending” becomes the path to reach good positioning and visibility.

    Relying on superior skill when context is not stated in a transparent way open doors to missleading expertise or mastery.

    What we can control are the actions, being more specific, the immediate next action to the intended goal. Based on that, Luck is often define as the intersection between Opportunity and Preparation. Preparation is in our control, however, Opportunity can be nudge but not controlled at will.

    Therefore, being open-minded and humble about the role of luck in our day to day accomplishments is liberating and gives us room to enjoy life.

    Will you be more aware and humble about the role of luck vs pretending superior skills?

  • On Time Horizons and Decision Making

    I was listening couple of days ago an interview with Tony Robbins, where he shared three powerful skills for improvement: Pattern Recognition, Pattern Utilization and Pattern Creation.

    I’ll keep the first one to anchor the point I’m focus to bring home. Participating in several forums, business conversations and knowledge sharing spaces. I started to get annoyed with the conflicts, tensions and frictions with people divergent arguments.

    After observing my repeated reactions, I started to reflect about what triggers those reactions, questioning whether is a personal reaction or Noise being taking as Signal.

    I arrived to the following rationale:

    “Most conflicts are not disagreement about reality. It’s disagreement about Timing”.

    For me, this was a soft landing to help calm those past urges.

    Why is that? Again, incentives matters, life is too short to be wasted. So, short-term results and risk aversion tend to drive us and set the tone when decisions are posed at the table and demand execution.

    However, separating in layers and express transparently when the context + collective interests rest on:

    • Survival
    • Positioning, or
    • Franchise

    Must help to build bridges between conflicting arguments and push for directed actions towards the collective GOOD.

    When embarked in important missions, those connected to personal wellbeing, business management, public service positions. Identifying the time horizons where the Collective are nudged to will generate more collaboration and push in a healthy way towards better outcomes for everybody.

    Will you get into collective decision making with your Time Horizons crystal clear?

  • A Reflection On Frameworks and Benchmarks

    I consider myself an advocate of systems and structures, just for the sake of reproducibility and reliability of processes that delivers Value.

    Not just that, it’s a matter of putting something to work (ideation, design, implementation, scale, repeat) with the capacity to solve problems and improve our world.

    Context drive reality, and context is the convergence of a set of interest that interact and collide in Chaos dynamic. Thankful for that, it means we will always have fun 😃.

    However, frameworks and structures are “Means” not “Ends”. Clarity on that must help to avoid sanctify systems performance that aren’t adding Value. This is the true disease I’m trying to bring home.

    Systems Design have tons of moving parts, nonetheless is just that, nodes which can be move around (at a cost!!). So, looking around for frameworks and structures that don’t match context is a waste of resources with huge opportunity costs.

    In a nutshell, “let first understand context, then the problem at hand. Lastly, look for frameworks that could guide the problem solving. Not so sure if the other way around generate Value”.

  • Future of Work and the New Economy

    Reading the New Economy Skills Report 2025 from the WEF, I got a sense of being exposed to that kind of arguments before.

    So, I remembered the first time reading a Future of Work Report in 2018 or 2019. Where they were presenting the opportunities and risks derived from the fast changing landscape of jobs. Placing special attention to the mandate from Upskilling and Reskilling.

    Now with AI boom, the anxiety and uncertainty that I found myself exposed is annoying.

    Reviewing this Report where the emphasis is on Human-Center skills (Innovation, Creativity, Adaptability), looks like the “differentiation” from the processing machine is getting more traction nowadays.

    That helps reinforce the phrase “Until the Status Quo get challenge big time and, that false sense of Security is on danger. Action becomes top 1 Priority”

  • Trial Post

    The Quest for the Journey give you the change to go far beyond your current mind edge.

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