Learn to Think in Color

When Does Trust Actually Outperform Self-Interest? Why playing the “long game” quietly beats short-term wins Big-picture framing When people argue about  trust vs self-interest , it can sound like a choice between being generous or being a “realist.” But that’s the wrong lens. In many modern workplaces and markets, trust is not the opposite of self-interest—it’s a smarter, longer-horizon version of it. Trust starts to outperform narrow self-interest when the game repeats, reputations travel fast, and the work is too complex for rules to cover every move. Learn to spot those situations, and “doing the right thing” becomes a strategic advantage, not just a moral one. The hidden math of trust vs self-interest Imagine two players: one grabs every short-term advantage, the other plays a long game of reliability and generosity. In a single round, the opportunist usually wins. But life rarely gives you just one round. Trust behaves like compound interest: At first, the gains are invisible...

How much can you change your prices before customers push back? Finding the line between smart price moves and broken trust. Framing the question When you ask,  “How much can you change your prices before customers push back?”  you’re really asking where the invisible line sits between “fair” and “too much.” That line isn’t just about costs or margins; it’s about  price elasticity , perceived value, and how much your customers trust you. In practice, your goal isn’t to find a mystical “safe number,” but to understand how sensitive your customers are to price changes and how well your value story keeps up. Once you see that clearly, price changes become less of a gamble and more of a deliberate, testable strategy. The real question behind price changes Most companies start with a spreadsheet question: “What percentage increase can we get away with?” Customers never see that spreadsheet. They feel: “Does this still feel worth it?” “Do I understand  why  this chang...

What’s the Best Way to Give Bad News? How to Communicate Hard Truths Without Destroying Trust 📦  Framing the Question Giving bad news is one of the greatest tests of emotional intelligence . It’s easy to communicate well when things are going great—but how we speak in times of disappointment, disruption, or distress reveals who we are as leaders, friends, and humans. Whether you’re informing someone of a job loss, a broken promise, or an irreversible diagnosis, the  how  often matters just as much as the  what . In this post, we explore how to deliver bad news with clarity, care, and credibility—without eroding trust or dignity. The SPIKES Protocol: Structure with Compassion One of the most trusted methods for delivering difficult news comes from the field where the stakes are literally life and death: medicine. The  SPIKES protocol , developed by Dr. Robert Buckman , offers a structured yet sensitive roadmap: S – Set up the conversation : Create the right cond...

How Should You Approach Your First Three Months at a New Job? Start Strong: How to Lay the Groundwork for a Lasting Impact Your first three months at a new job are more than just an onboarding period—they’re your launchpad. This early phase sets the tone for your reputation, relationships, and rhythm within the organization. The keyword here is  first three months at a new job , and it’s vital to understand what this transitional window means for long-term success. In this guide, we’ll break down how to use this time to observe, learn, connect, and contribute meaningfully, all while building trust and confidence with your new team. Picture this time like moving to a new city. You wouldn’t immediately build a house or throw a party. First, you’d explore the neighborhoods, meet locals, learn the routes, and understand the culture. Your new job deserves the same thoughtful navigation. Understand the Landscape Before Planting Seeds The first 30 days are about learning, not proving. Thi...