Fine Lines
Paul ClarkeA weekly newsletter on the gap between knowing how to lead & actually doing it under pressure. Read by leaders in business & sport who are accountable for other people's performance and serious enough about it to what their assumptions challenged.
| Platform |  | Pricing | Only free issues | Publishes | Weekly |
|---|---|---|---|---|---|
| Issues | 30 | Founded | 3 years ago | Last Issue | 6 days ago |
| Active | |||||
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Busy isn't the same as building.
Hi again,
Welcome to Edition #100 of Fine Lines! Many thanks for sticking with me and welcome to my newest subscribers.
I asked a sports tech start-up founder about 9 months ago how much time she spent preparing her team to perform...
The founder already knows.
In 1847, a Viennese physician named Ignaz Semmelweis discovered why women were dying in his maternity ward at a rate that should have been impossible to ignore.
The answer? Handwashing.
Specifically, the absence of it. Doctors were moving...
What the engineers knew.
On the morning of January 28th 1986, engineers at Morton Thiokol had already said what needed to be said.
The O-rings on the Space Shuttle Challenger would fail in cold temperatures. They had the data and had made the case. The night befor...
The one thing the report will never show you.
There is a type of commercial leader who is, genuinely, impressive with data.
Fast, precise, prepared. Pull the numbers up on a Monday morning and they’ve already read them. Ask them what’s happening in the pipeline and they’ll tell you -...
It's very easy to have values when there's no pressure
3 seconds.
That’s how long it takes.
One question without a clean answer, and the person who was leaning forward, listening, asking good questions is…..gone.
What replaces him pushes back in his chair, tips his head to the ceiling, and s...
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| Subscribers | Engagement | 62 | Monthly Web Visits | ||
|---|---|---|---|---|---|
| Accepts Sponsors | Estimated Cost per Ad | ||||
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The writers behind this newsletter.
Newsletter & posts on the gap between knowing how to lead and actually doing it under pressure. For leaders who are accountable for other people's performance & serious enough about it to want their assumptions challenged.
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