Week in Review

This Week

Welcome to your Sunday reflection. This past week, we looked at some pretty substantial ideas. We explored how James Sinegal built the Costco empire by thinking in terms of robust systems and scale. We also heard how Max Levchin crafted his voice to rally an entire company against an invisible enemy at PayPal.

We then turned to the boardroom, examining James Hackett’s executive presence when he made a bold, unpopular bet on Ford’s future. George Lucas showed us the incredible power of money and leverage, long before anyone understood what he was building. And Kelly Johnson from Skunk Works taught us about the pure technical depth and craft needed to master true complexity. Finally, we saw Elon Musk demonstrate his public speaking and presence, even when things went unexpectedly wrong with the Cybertruck. This week was packed with examples of leadership, foresight, and real-world application. It’s a lot to take in, and now it's time to check in with yourself.

Check In — for each theme covered this week

Now, let's take a moment to reflect on each of these ideas. Remember, this isn't about getting a score. It’s about noticing what shifted for you. It's about seeing what you tried, what happened, and what felt easier or harder.

We started the week by looking at Public Speaking and Presence, specifically through the lens of Elon Musk and the Cybertruck's unscripted moment. You might remember the situation: the "armor glass" shattered during the live demonstration. What stood out was Musk’s reaction. He didn't panic. He stayed calm. He even made a joke, acknowledging the flaw without letting it derail the entire presentation. His leadership shined because he handled the unexpected with composure and candor. It was a lesson in how to maintain your presence when things go sideways, especially in a public setting. It’s a powerful example of turning a potential disaster into a moment of authentic leadership.

So, thinking about that lesson, here are some questions for you.

First, did you attempt to apply any part of that insight this week? Maybe it was about staying calm in an unexpected conversation. Perhaps it was about admitting a mistake openly. Or maybe it was about not letting a small mishap throw off your entire day. Did you try to incorporate that calm presence? (Pause for reflection) Tell yourself: Did you attempt the action? (yes / partially / no)

Next, what actually happened when you tried it? Maybe you found yourself in a situation where something didn't go as planned, and you consciously decided to react differently. Did you notice your own response shift? Were you able to keep your cool? Did your candor help de-escalate a situation? Or perhaps you found it hard to even remember to try. (Pause for reflection) Tell yourself: What actually happened when you tried it?

And finally, what got easier, or what’s still hard? Did you find that managing your own reaction to small failures became a bit more natural? Or is the idea of staying perfectly calm under pressure still a significant challenge for you? What aspect of that situation resonates most with your own struggles or successes? (Pause for reflection) Tell yourself: What got easier, or what's still hard?

Moving on from public presence, we then dove into Technical Depth and Craft with Kelly Johnson and the Skunk Works approach. This wasn't just about being good at engineering; it was about a specific way of working. Johnson’s Skunk Works prioritized uncompromising technical clarity. They believed in direct accountability, small teams, and simplifying complex problems through rigorous craft. It was about knowing your domain inside and out and applying that knowledge with precision and a clear, almost minimalist, process. It showed us that mastery isn’t just about knowing a lot, but about applying that knowledge with an almost artistic level of detail and control.

So, when you consider that lesson, think about your own experiences this week.

First, did you attempt to bring more technical depth or craft to any task? Maybe you focused on understanding a problem more deeply before proposing a solution. Perhaps you streamlined a process, or insisted on clearer accountability in a project. Did you try to simplify something complex by truly mastering a specific aspect? (Pause for reflection) Tell yourself: Did you attempt the action? (yes / partially / no)

Next, what actually happened when you tried it? Did simplifying a process lead to unexpected efficiencies? Did a deeper dive into a technical issue reveal a clearer path forward? Did insisting on accountability clarify roles and responsibilities, even if it felt a bit uncomfortable at first? (Pause for reflection) Tell yourself: What actually happened when you tried it?

And finally, what got easier, or what’s still hard? Did you find that dedicating more time to technical clarity made subsequent steps smoother? Or is it still hard to push back against complexity or to demand a higher level of precision from yourself or your team? What aspect of "Skunk Works craft" felt most challenging to apply in your own work? (Pause for reflection) Tell yourself: What got easier, or what's still hard?

The middle of the week brought us to Money and Leverage, with the incredible story of George Lucas and the rights that built a galaxy. His decision to trade a higher director's fee for the merchandising rights to Star Wars was a masterclass in foresight and understanding leverage. At the time, merchandising wasn't seen as a huge revenue driver. But Lucas saw an unseen value, a future empire. He leveraged his creative control and unique vision into something far greater than just film profits. It was a bold bet on potential, transforming a short-term gain into long-term, exponential growth. It taught us about looking beyond immediate returns and spotting opportunities for outsized impact.

Thinking about that, here are your questions for reflection.

First, did you attempt to apply any aspect of this lesson on money and leverage? Perhaps you looked for hidden value in a negotiation. Maybe you chose a long-term investment over a quick win, or tried to understand where true influence lay in a situation. Did you identify a way to gain more leverage in your work or personal life this week? (Pause for reflection) Tell yourself: Did you attempt the action? (yes / partially / no)

Next, what actually happened when you tried it? Did looking for unseen value reveal new possibilities? Did consciously thinking about leverage change your approach to a conversation or a decision? Perhaps you realized that certain short-term gains weren't worth sacrificing future potential. Or maybe you noticed opportunities for leverage that you had previously overlooked. (Pause for reflection) Tell yourself: What actually happened when you tried it?

And finally, what got easier, or what’s still hard? Did you find it easier to think strategically about long-term value over immediate payoff? Or is it still challenging to identify and seize opportunities for leverage, especially when they aren't immediately obvious? What part of George Lucas’s foresight feels most difficult to cultivate in your own decision-making? (Pause for reflection) Tell yourself: What got easier, or what's still hard?

Then we delved into Executive Presence and Boardroom Judgment, through the actions of James Hackett at Ford and his decision to exit the sedan market. This was a hugely unpopular, bold bet on the future. Hackett had to stand firm in a room full of skeptics, challenging decades of tradition. He showed conviction in a long-term vision, even when it meant making a tough call that alienated some. His judgment was about seeing beyond the present and having the courage to steer a massive organization in a new direction. It’s a powerful lesson in making difficult, strategic decisions and defending them with quiet confidence.

So, reflecting on Hackett's example, consider these questions for yourself.

First, did you attempt to practice your own executive presence or boardroom judgment this week? Perhaps you had to make a tough decision. Maybe you needed to present an unpopular idea, or stand firm on a conviction even when others disagreed. Did you consciously try to articulate your reasoning with clarity and conviction? (Pause for reflection) Tell yourself: Did you attempt the action? (yes / partially / no)

Next, what actually happened when you tried it? Did standing firm on a decision, even a small one, strengthen your resolve? Did presenting an unpopular but well-reasoned idea lead to a different outcome than you expected? Did you notice how you communicated your conviction, and how others responded to that? (Pause for reflection) Tell yourself: What actually happened when you tried it?

And finally, what got easier, or what’s still hard? Did you find it a bit easier to trust your own judgment when faced with skepticism? Or is the act of making a potentially unpopular decision and owning it still a significant challenge? What aspect of that quiet, firm conviction feels most difficult to embody? (Pause for reflection) Tell yourself: What got easier, or what's still hard?

The second to last day brought us to Building Your Voice, with Max Levchin and the voice that saved PayPal. Levchin faced an invisible enemy: massive fraud threatening to sink the company. He had to convince engineers, investors, and even himself, to fight this amorphous problem, one line of code at a time. He created the "Fraud Bible," which wasn’t just a document, but a clear articulation of the problem, the enemy, and the strategy. His voice gave shape to an abstract threat and rallied an entire team to a common, vital purpose. It shows the power of clearly defining the challenge and inspiring others to join the fight, even when the path isn't obvious.

Now, let's think about that in your own context.

First, did you attempt to build or use your voice more effectively this week? Perhaps you needed to articulate a complex problem or a new idea to someone who didn't understand it. Maybe you had to rally support for a project, or clearly state a difficult truth. Did you consciously try to make your message clearer, more compelling, or more unifying? (Pause for reflection) Tell yourself: Did you attempt the action? (yes / partially / no)

Next, what actually happened when you tried it? Did clearly articulating a problem lead to better understanding or more focused effort from others? Did speaking up, even when it was challenging, help clarify a situation or move things forward? Or did you find that your message didn't land as intended, prompting you to rethink your approach? (Pause for reflection) Tell yourself: What actually happened when you tried it?

And finally, what got easier, or what’s still hard? Did you find it easier to translate complex ideas into simple, actionable messages? Or is it still hard to command attention or to unite people around a challenging goal? What part of crafting and delivering a compelling message feels most challenging for you? (Pause for reflection) Tell yourself: What got easier, or what's still hard?

Finally, on Saturday, we examined Systems and Scale Thinking, looking at James Sinegal and the Costco system that defied retail. Sinegal built an empire not by doing more, but by doing less, and doing those few things exceptionally well. He focused on a simple, consistent system: low margins, high volume, limited inventory, no advertising, and membership fees. This system was the strategy itself. It proved that a clear, disciplined approach, consistently applied, can create immense value and scale. It was about leveraging a simple, repeatable framework to achieve extraordinary results.

So, with Sinegal's example in mind, let's reflect on your week.

First, did you attempt to apply any principles of systems and scale thinking? Maybe you looked for ways to simplify a process or reduce unnecessary complexity. Perhaps you identified a core leverage point in your work that could be systematized. Did you consciously think about how to do "less, but better" in any area? (Pause for reflection) Tell yourself: Did you attempt the action? (yes / partially / no)

Next, what actually happened when you tried it? Did simplifying a task make it more efficient? Did focusing on core principles reduce distractions or improve outcomes? Did you identify an area where a simple system could replace constant manual effort, even if it’s just a personal habit? (Pause for reflection) Tell yourself: What actually happened when you tried it?

And finally, what got easier, or what’s still hard? Did you find it easier to spot opportunities for simplification or systematization? Or is it still hard to resist adding complexity or to fully trust in a simpler, more disciplined approach? What aspect of building a resilient, scalable system feels most challenging in your own life or work? (Pause for reflection) Tell yourself: What got easier, or what's still hard?

What's Actually Improving

If you take a look at your own answers to these questions, you might start to notice patterns. You might see where your efforts felt most natural, and where you met with the most resistance. The important thing is to simply notice those shifts.

Next Week

Next week, we'll shift our focus to Decision Velocity, Strategic Storytelling, and Building Adaptive Teams, with a focus on how to accelerate your impact without sacrificing quality.

This is a self-check, not a scored assessment. There is no fabricated progress metric here — only what you notice for yourself.