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This article continues the exploration of a communication toolbox started in Part 1. Building on the concepts of fog, friction, and mission orientation, Part 2 explores several core communication tools and how to apply them within the context of your teams and organization. Learn how size complicates teams (diseconomies of scale), how to cut noise from your communications (bottom-line-up-front), how to empower your team effectively and appropriately (leader's intent & delegation continuum), how time is critical for delegation and communication (decisional space), and how to put all these tools together in a simple process.

This article explores communication challenges within teams from the lens of "fog and friction" and provides a communication toolbox to help you become a more effective communicator. This is part 1 of 2 focusing on the nature of fog and friction in our work, how both of these concepts can impact our communication, and outlines two cultural tools leaders can employ to dramatically reduce both fog and friction.

Contrary to the popular phrase, it is often the things we don't know that end up being the most deadly. Focusing on what "we know about what we know," this article explores the domains of the knowledge, what risks hide in each, and how to navigate the unknowns alone or with a team. Two primary tools will help you navigate the fog; the Known/Unknown Matrix and the Johari Window.

While undoubtedly useful and important, there are significant risks to utilizing models, forecasts, and measurements in decision-making. Despite models and expert forecasts routinely failing to come to fruition, leaders and policy makers consistently turn to these tools to guide their decision-making - often with disastrous consequences. This article outlines why "all models are wrong," what makes some models useful, and how to get the most of these tools while avoiding the drawbacks.

Antifragility helps explain why overprotecting systems and people harms them, why you should love mistakes, why centralization and top-down leadership fails, why speed/efficiency/size have serious and often hidden tradeoffs, and why the less you know the more certain you can be in a course of action.This short article will capture some of the key components of antifragility, explain why stressors are helpful, and describe hidden tradeoffs we routinely make around fragility and risk.

Despite being an ever-present and fundamental piece of our personal and professional lives, risk is often a misunderstood or ignored concept. By understanding the basics and a few key nuances, you can better understand how to avoid ruin and capitalize on opportunities others may miss.