Why Reviewing My Decisions Taught Me More Than Writing Them
In 2016, I stumbled upon Peter Drucker’s Managing Oneself and later Farnam Street’s decision journal template. Both suggested a simple practice: write down your decisions, then revisit them later. I tried it—five decisions over a year—but the process felt dull and pointless. Four years later, I opened those old notes again… and what I found surprised me.Escaping the Noise and Hype for Better Judgment
Another 15 minutes of my life eaten up by LinkedIn’s feed. I admit, they are really good at hijacking my attention. Yet most of the content I see is noise. By noise, I mean shallow updates that don’t deepen your understanding or offer meaningful help. Perhaps it wouldn't matter that much if just a bit of wasted time was at stake.How Lacking Intuition Made My First Angel Investment So Hard
In May 2021, after more than a year of building my pipeline, reviewing pitch decks, and talking with founders, I decided to make my first angel bet on a Berlin-based startup—Global Changer. It was one of the hardest decisions I’ve ever made, but not in a way you might think.How context building and delegation of authority can strengthen small organizations
I’m a big fan of the belief that “if you want to change the world, start off by making your bed.” This approach works just as well for organizations, in my opinion. If they want to change the world, they need to take care of themselves first. In this article, I’m sharing a story of how our company faced challenges related to our identity as well as financial and engagement crises, and how we overcame these problems. As a result of building more context and delegating authority, we managed to make our teams more collaborative and engaged, improve their skills, and strengthen our organization overall.
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