The vanity trap in leadership. Why our attention spans are shrinking. Co-existence and the end of co-intelligence.

One “must” for this week: The vanity trap in leadership: when the manager believes himself to be indispensable

Even with the best team and starting conditions and psycholoigical safety, when leaders occupy “too much space”, and always intervene, correct, decide, then others will gradualluy stop doing so.

So, when a leader thinks it’s indispensable, they not only become an (exhausted) bottleneck, but even worse, they fail to develop the people they are responsible for developing.

Personal development

• Why our attention spans are shrinking

• How to rest so well you never feel exhausted again

• If you let AI do your writing, I will come to your house and kill you

• Motivation drift

• Research: as careers get longer, midcareer work needs to change

• The ABC goal system

• The goal gradient hypothesis

• Yes, But...

Innovation

• Co-Existence and the end of co-intelligence

• AI predictions: job markets, Codex beats Claude, and the death of org charts

• Big tech’s looming capability crisis

• Firsthand: seven years inside applied intuition, the quietly dominant physical AI company

• Forward deployed engineering 101

• From scriptorium to system

• Rewiring software delivery for the agentic era

• Your next customer is a machine

Leadership and management

• The vanity trap in leadership: when the manager believes himself to be indispensable

• A bouquet of wisdom

• How to cultivate your “Personal power” as a leader

• Sam Altman’s problem isn’t artificial intelligence. It’s human disagreement

• The 100-year-old math proof your leadership team doesn’t want to see

• The person you dismiss might be right

• When AI starts to think for itself

• Who gets to decide if psychological safety matters?

One book

“The Creative Act” by Rick Rubin.