Think Forward Hub

Picture this: you're on a flight and find yourself sitting next to someone extraordinary. Maybe it's a billionaire entrepreneur, a world-renowned artist, or a groundbreaking scientist. You have maybe ten minutes before they put their headphones back on or fall asleep. What do you do? Most people freeze up or default to the obvious. They ask the same tired questions that person has heard a thousand times before. They waste a golden opportunity because they don't understand that every interesting person carries a treasure trove of insights, and the only way to access it is through the right questions. I learned this lesson through years of conversations with fascinating people, and I can tell you that the difference between a forgettable exchange and a life-changing connection often comes down to a single choice: whether you ask what everyone else asks, or whether you dare to venture into unexpected territory. Breaking the Pattern The biggest mistake people make is openin...

There's a type of debt that doesn't show up on balance sheets but can destroy organizations faster than any financial crisis. It accumulates every time you know what needs to be done but choose to postpone the uncomfortable conversation, delay the difficult decision, or hope the problem will somehow resolve itself. This is management debt, and it compounds with devastating efficiency. The Anatomy of Avoidance It starts innocuously enough. You have an underperforming manager who needs to go, but firing them will create drama, require messy conversations with their team, and force you to find a replacement during an already busy period. So you tell yourself you'll deal with it next month when things calm down. Or maybe there's a critical executive position that's been vacant for weeks. You know you need to fill it, but the hiring process feels overwhelming when you're juggling everything else. You convince yourself the team can manage a little longer without p...

The human voice is the instrument we all play. It's probably the most powerful sound in the world. It's the only one that can start a war or say "I love you." And yet many people have the experience that when they speak, people don't listen to them. Why is that? How can we speak powerfully to make change in the world? I'd like to suggest there are a number of habits we need to move away from. I've assembled for your pleasure here seven deadly sins of speaking. I'm not pretending this is an exhaustive list, but these seven are pretty large habits that we can all fall into. The Seven Deadly Sins of Speaking First, gossip. Speaking ill of somebody who's not present. Not a nice habit, and we know perfectly well the person gossiping will be gossiping about us five minutes later. Second, judging. We know people who are like this in conversation, and it's very hard to listen to somebody if you know that you're being judged and found wanting...

Back in college, I majored in government. That meant writing papers. Lots of papers. You know how normal students handle assignments? They spread the work out sensibly. Maybe they start a bit slow, but they make steady progress through the first week. Then they buckle down during those heavier days near the end, and everything gets done without too much drama. I always wanted to work that way. Really, I did. The plan was always there, ready to go. But then the actual paper would show up, and somehow I'd end up doing the complete opposite. This happened every single time. Then came my senior thesis. Ninety pages. The kind of paper you're supposed to spend an entire year working on. I knew my usual approach wouldn't cut it. This was way too big. So I planned it out carefully, deciding to start light, bump up the effort during the middle months, and then kick into high gear at the end. Just like walking up a little staircase. How hard could that be? Here's what actuall...

Picture this: You walk into your first day of business school, confident in your ability to navigate different cultures. After all, you've lived and worked in over 30 countries. You speak multiple languages fluently. Then you hear something that stops you in your tracks. It's not English, French, or Persian. It's something entirely different. This was Rosita Najmi's experience as an Iranian refugee who grew up in rural Tennessee before embarking on a global career spanning continents. What she encountered that day wasn't a foreign tongue but something equally challenging to master: the distinct languages of leadership that exist across the corporate world, nonprofit sphere, international development sector, and public service. The Discovery That Changed Everything Najmi had spent years studying leadership styles. She'd read all the books on autocratic versus democratic approaches, examined servant leadership, and explored transformational methods. She even ha...

On a freezing January morning in 2005, Hamdi Ulukaya found himself driving through upstate New York, searching for an old yogurt factory. The previous day, a flyer had arrived in his mail advertising a "fully equipped yogurt plant for sale." His first instinct was to throw it away. Twenty minutes later, something made him fish it out of the garbage and dial the number. The drive that followed would change not only his life but also the lives of hundreds of workers and entire communities across America. It would lead to the creation of Chobani, now the country's leading Greek yogurt brand, and challenge everything corporate America believes about how to run a successful business. A Factory Frozen in Time The smell hit Ulukaya before anything else. Like milk left too long in the summer sun, it wafted from the 85-year-old Kraft factory that stood at the end of a dead-end road. Paint peeled from walls so thick they seemed built for another era. Cracks spider-webbed across ...

 Have you ever wondered why some organizations and leaders inspire fierce loyalty while others, despite having all the resources and advantages, fail to connect? Why do certain companies innovate year after year while their equally capable competitors struggle to differentiate themselves? The answer lies not in what they do, but in why they do it. The Pattern Behind Extraordinary Success About three and a half years of research revealed a fascinating pattern. Every inspiring leader and organization in the world, whether in technology, civil rights, or aviation, thinks, acts, and communicates in exactly the same way. And it's the complete opposite of everyone else. This pattern can be visualized as three concentric circles, forming what we call the Golden Circle. At the center is "Why," surrounded by "How," and on the outside is "What." This simple model explains why some organizations and leaders inspire while others don't. Understanding the Th...

There's a misconception that's plagued strategic thinking for generations: the belief that you have to choose between being compassionate and being effective. That empathy is soft, while winning requires hardness. That understanding your opponent is a luxury you can't afford when the stakes are high. I've spent years learning why this thinking is not just wrong—it's dangerously counterproductive. The most successful strategists I know, whether they're negotiating million-dollar deals or navigating life-threatening conflicts, share one unexpected trait: they're masters of strategic empathy. This isn't about being nice. It's about being smart enough to realize that you can't outmaneuver an opponent you don't truly understand. The Birth of Method Acting for Strategy During the Cold War, intelligence agencies faced an unprecedented challenge. How do you predict the moves of an adversary whose worldview is fundamentally different from your own...

When it comes to investing, nothing matters more than time in the market. It's really that simple. You want your money working for you as long as possible so it can grow rapidly, like a snowball rolling downhill that eventually becomes an avalanche. If you're 13 or younger right now, you're in the absolute best position. Every adult looking back wishes they had started at your age. So how do you actually begin investing when you're still legally considered a minor? Starting Your Investment Journey at 13 Since you can't invest on your own yet, you'll need to convince a parent or guardian to open a custodial account. This is an investing account controlled by an adult for your benefit. These accounts have different names depending on where you live. In the UK, there's the junior stocks and shares ISA, which allows up to 9,000 pounds per year to be invested on your behalf. That might sound like a lot, but your parents don't need to invest anywhere near ...