We carry a durable cultural script for how leaders are supposed to decide, and it runs roughly as follows: the executive sits at the head of the table (while everyone else debates), absorbs the noise (for a moment or two), and then - with the certainty of someone who simply knows - delivers the verdict. No running it up on a spreadsheet or second-guessing; only their gut, refined by experience into something approaching instinct, calling the shot. It’s a compelling Oscar-wort

There's a particular kind of exhaustion that doesn't show up on any engagement survey because it's not really about engagement at all. It's the bone-deep weariness of people who have been asked to change, again, before they've fully landed from the last one. New systems, new structures, new leadership, new priorities. We rinse and repeat and then wonder why no one seems particularly excited about the next big initiative. It's change fatigue. And while it's been around as long