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Duke University

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Influence4 steps

Benefit-Priming Questions (Good Friction)

Add a step to your signup flow — a question that makes users think about the benefit — and conversion goes up.

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Strategy5 steps

Center of Gravity: Customer vs Employee vs Investor

Every company has one true center of gravity — know which, and re-engineer incentives to move it deliberately

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Strategy4 steps

CV > EV > TV > ME: The Prioritization Hierarchy

Rank every decision by Customer, then Enterprise, then Team, then self — and detect managers who invert it

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Strategy5 steps

Evidence-First Intervention Design

Literature review, then hypothesis, then 30 variants, then relative testing — never show users one design.

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Communication3 steps

Flash Tags: Labeling the Intent of Every CEO Message

As you scale, tag every message with its intent so an offhand comment isn't executed as a mandate

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Influence4 steps

Friction Injection for Behavior Suppression

To make people do less of something, add logistical AND cognitive friction at the moment of the hot decision.

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Leadership5 steps

Hire Slow, Fire Fast: The Spiky-Hire Executive Playbook

Beat the 50% executive-failure rate by hiring spiky over well-rounded and running real blind references

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Leadership3 steps

If You Want to Kill a Plant, Have Two People Water It (The DRI Rule)

Every important cross-functional outcome needs one Directly Responsible Individual with real power

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Leadership4 steps

Incentive Alignment Against the Dark Side

We are what we measure. Set the team's incentive on the behavior, and lengthen its time horizon.

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Influence4 steps

Right for Wrong

Get people to do the thing they already want to do — by giving them a shallower, more immediate reason.

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Leadership3 steps

The 2004 Red Sox Team-Composition Model

Build your leadership bench mostly from homegrown talent, seasoned with a few marquee outside hires

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Innovation5 steps

The Behavioral Diagnosis

A journey map on steroids: every micro-step to the behavior, with the blocking psychology named at each one.

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Innovation4 steps

The Easiness Ladder: Default, Then Rule of Thumb, Then Decision

First line of defence is always a default. If you can't default it, give people a heuristic — never a calculation.

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Leadership5 steps

The LOCKS Algorithm for Evaluating Founder-CEOs

Five traits that predict whether a founder can actually scale a company: Lovable, Obsessed, Chip, Knowledgeable, Student

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Innovation4 steps

The Three B's (Behavior, Barriers, Benefits)

Pick an uncomfortably specific behavior, strip its barriers, then engineer an immediate benefit.

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Leadership4 steps

When You Eat a Sandwich, Don't Nibble

Deliver hard news and hard change in one decisive move, then deliberately over-correct

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