HeyJaredLeadership Capability System
Research-backed frameworks and practical tools to help you build leadership capabilities.
- Indexed issues, last 90 days
- 5
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- Sep 2, 2026
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- Aug 4, 2026
Latest issues
The Hidden Work of Growth #2: Don’t take it personally (opens the original)
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Although the workplace is full of processes, automations and data-driven decisions, we all know it’s also a place heaving with emotions, personality clashes and dramas.And although I don’t have a statistic to back it up, a phrase along the lines of “don’t take it personally, it’s just work” would probably be somewhere in the top five most-used pieces of career advice, alongside “just be more confident”, which we talked about last time. Quick offer before
The Hidden Work of Growth #1: Just be more confident (opens the original)
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Confidence feels like one thing when we need it to influence the room, but it becomes many interacting things when we try to develop it. Today I want to use a specific case study to unpack what is behind “Just be more confident”.Before the story, a quick offer:I am currently opening places for Capability Practice, my practice-based coaching programme where mid-career professionals work on a real challenge and turn insight into new habits, changing the way they influence and show up at work.<
Making Sense of How Others Think (opens the original)
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Have you ever been torn apart by a dilemma, so divisive you went and asked strangers for their opinion on it?The challenge with difficult decisions isn’t usually uncertainty about the missing piece of information. The problem is anxiety, the emotional discomfort of not really knowing what the narrative actually is, caught between two or more frames that conflict in your head.This was exactly the situation that brought someone to post a question in one of the career and management threads on Redd
Making Sense of Self Doubt: "What if I am wrong?" (opens the original)
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“What if I’m wrong, and everyone in the room can see it except me?” I remember sitting in a meeting room, there were too many people I didn’t know well and few senior people for me to be comfortable. I had a point to make, a counterargument I felt was important, but not yet discussed at all. They wanted to scale an advertising feature, and I had just finished research which among other things showed how much customers are frustrated by this particular feature. But the discussion stayed technical
Diversity was never the issue. Complexity was. (opens the original)
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I write about leadership as a set of capabilities. Each month, I explore one capability in depth, breaking it down into patterns, decisions, and practices you can actually apply. This month I'm exploring sense-making, the ability to hold a situation that doesn't resolve into one clear answer.Subscribe nowAbout this collaborationThis is a collaboration between <
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