Most leadership advice is a collection of stories and heuristics disconnected from any underlying theory. We use economics, psychology, and neuroscience to build a coherent framework for how leadership actually works.
In 1938, George Marshall told FDR he was wrong about military aircraft, in a room set up for everyone to agree. Roosevelt made him Army Chief of Staff five months later. Honest counsel is a public good, and the leader is the one who builds the conditions for it.
Every act of leadership is a combination of the same handful of functions. Our framework is the lens that runs through every issue, every episode, and the book.
Patience is accepting that we cannot see everything at once and acting on what we can see now. A 1528 expedition turning stirrups into nails is one picture of how the path becomes visible by being walked.
In Tom Wolfe's The Right Stuff, the Mercury astronauts argued with the engineers until they got a window, an attitude controller, and the ability to take over. Ownership is the crux of Execution.
Allocation, Information, Motivation, Execution. Why we call it AIME, and how to use it as a diagnostic when something's off.
Aaron and Spencer turn the AIME framework into a working playbook, walking through the six economic principles every leader actually uses: opportunity cost, marginal thinking, incentives, trade and trust, information, and command and control.
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