Introspecials
Success rewards expertise.
Leadership demands judgment.
Introspecials helps leaders develop the one ability that determines how they think, decide and act under uncertainty.
Chapter One
What would you do?
Pick the tradeoff you would accept first.
I know judgment can be trained.
Not by memorizing frameworks, but by wrestling with difficult decisions, understanding tradeoffs, reflecting on outcomes, and studying how great decision-makers think.
Introspecials exists to help leaders build that ability in ways that are practical, challenging, and deeply human.
Chapter Two
Interactive Discoveries
Step into guided experiences that help you notice tradeoffs, surface assumptions, and see how different ways of thinking change the decisions you make.
Explore DiscoveriesThe work
Think.
Reflect.
Explore.
Chapter Three
The Introspecials Leadership Profile Test
Discover what drives you, how you prioritize, where your instincts are strongest, and which blindspots may quietly shape your calls when the stakes rise.
Take the Leadership Persoanality TestThe work
Recognize.
Interpret.
Adjust.
Chapter Four
A margin versus market share dilemma
A short decision lab about pressure, positioning, and whether short-term demand is worth weakening the story your business tells.
An upward versus downward loyalty dilemma
A short decision lab about trust, courage, and what leadership loyalty really means when pressure moves in opposite directions.
A continuity versus disruption dilemma
A short decision lab about loyalty, capability, and whether fresh perspective is worth the risk of shaking the system.
Chapter Five
Study pivotal moments where leaders, teams, and institutions had to choose under uncertainty and live with the consequences.
Featured Case
NASA had to decide how to abandon the moon mission and improvise a survival plan in real time.
After an oxygen tank exploded in April 1970, Apollo 13 went from a lunar mission to a rescue mission. Mission Control and the astronauts had to choose a sequence of imperfect decisions that maximized survival under extreme uncertainty.
Why It Matters
Apollo 13 safely splashed down in the Pacific on April 17, 1970. The mission became one of the best-known examples of crisis judgment, disciplined improvisation, and technical teamwork under pressure.
Organizations I have helped think, decide, and lead more effectively
