
On leadership, pressure, and the human work of staying clear
| Platform | Pricing | Only free issues | Publishes | Weekly | |
|---|---|---|---|---|---|
| Issues | 37 | Founded | a year ago | Last Issue | 9 days ago |
| Active | |||||

We tend to assume that people who are intelligent, capable, trustworthy, or emotionally mature will naturally be recognized as such. That who someone is will translate clearly.
But I’ve started noticing how often that assumption breaks dow...
If you prefer, listen here:
Photo by henry perks on Unsplash
Most of what derails a decision doesn’t look like a problem when it first appears. It looks like something you can keep moving with in the meeting. It looks like something you c...
There is a point in leadership where what is required is no longer strategy, performance, or even experience.
It is the ability to remain clear — not conceptually, but perceptually — when pressure, responsibility, and expectation begin to...
We like to think of ourselves as sensible people. We weigh options, consider the facts, and try to make decisions that are grounded, rational, and easy to explain. On the surface that sounds like good decision-making, and in many ways it is...
Photo by JC Gellidon on Unsplash
Organizations, institutions, and public bodies rely on measurement to understand whether their decisions are working. Outcomes are tracked, results are evaluated, and performance is assessed through the ind...
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The writers behind this newsletter.
Angela Ahiskal is The Clarity Architect. She works with leaders when pressure begins to distort how they think and decide. Her writing explores power, identity, and the return to clarity.
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