Why do organisations find it so easy to add something—and so difficult to remove it? A new process is introduced. A new layer of approval appears. Another product enters the portfolio. Another report is added to the calendar. A system that nobody particularly likes continues to exist because “this is how we have always done it.” And slowly, almost invisibly, complexity becomes normal. That was the thought I kept returning to while reading The Simplicity Trap by Rohit Ch

There is a peculiar irony in modern success. The more ambitious people become, the less likely they are to admit exhaustion. Burnout is discussed openly, yet often worn as a badge of honour. Calendars overflow, notifications multiply, and the ability to remain constantly busy is frequently mistaken for evidence of importance. Somewhere along the way, achievement stopped being a destination and became a treadmill. Yusuf Poonawala's The Balanced Leader Part 1 enters this land