Coaching for the meeting you're about to walk into

Overlooked draws on real workplace research, not generic advice, and it shows up right before the moment that's hard, not after.

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Recent thinking

Influence

Reflexive opposition to a new idea is rarely about the idea itself

Solomon Asch's classic 1951 conformity experiments found that people's stated judgments shift measurably once they believe others in the room already hold a different view, even when the correct answer is visually obvious. A proposal that arrives with credible allies already on record has changed the room's starting position before a single argument is made.
Trust

One version of events is a story. Three versions is closer to the truth.

The two and three source rule that came out of Watergate era reporting at the Washington Post is not paranoia, it is the minimum standard journalists use to tell what happened from what someone wants believed. The same standard works in an office.
Relationships

Good feedback is not about being nice, it is about being specific

Kim Scott's Radical Candor framework, developed from her time managing teams at Google and Apple, argues that feedback which is not both genuinely caring and directly honest fails the person receiving it either way. Feedback softened past the point of being useful is not kindness, it is a different kind of withholding.