The distinction between fluid and crystallized intelligence clarifies something many leaders feel but can't articulate - that competence without curiosity becomes fragile. Your point about "busy is not challenged" cuts deep. It's easy to fill calendars with meetings that feel important while avoiding the discomfort of being genuinely bad at something new. The weekly commitment structure is smart because it makes growth trackable rather than aspirational. When you ask "where are you still willing to be bad?" you're really asking where people are willing to prioritize learning velocity over protecting their reputation.
The distinction between fluid and crystallized intelligence clarifies something many leaders feel but can't articulate - that competence without curiosity becomes fragile. Your point about "busy is not challenged" cuts deep. It's easy to fill calendars with meetings that feel important while avoiding the discomfort of being genuinely bad at something new. The weekly commitment structure is smart because it makes growth trackable rather than aspirational. When you ask "where are you still willing to be bad?" you're really asking where people are willing to prioritize learning velocity over protecting their reputation.
That question - "where are you still willing to be bad?" - is so simple. And - it generates an extremely personal and powerful insight.