Two friends celebrated their engagement tonight. The celebrations were a reminder that it’s worthwhile indulging in the happiness of others, on occasion.

Happiness which breeds happiness is a blessing worthy of nourishment and encouragement.

Love develops our capacity for kindness; if we all defaulted to love for one another, the world might prove a less painful place to be.

Systems are beautiful. They organise fragmented parts of a whole into sections which can be calculated, processed and understood separately.

Systems take chaos and churn it into order.

But we can get lost in systemisation. A good system generates resource for the users of the system; the amount of time and energy it takes to run is less than that it would take to do the same job without the system. Occasionally, those obsessed with perfecting the system can end up spending more time managing the system than it would take to actually do the work.

We see this style of faffing in too many important organisations who are dedicated to doing good things; we can never afford to let our passion for process get in the way of our desires of execution.

Outcomes come first. Without them, your planning means nothing.

There are no second chances when it comes to first impressions.

Most people decide whether or not they like you within minutes of meeting you, so why exhibit anything but warmth and positivity?

People who build their personalities around intimidating others fall prey to shallow loneliness in the long run. Compassion and generosity are the tools by which lasting relationships are formed.

Greet new people as you would an old friend, and you’ll end up with more old friends once you’re old.

It’s fun to take small risks on little invitations: testing a new route to work, or adding something new to a recepie you know already delivers.

Occasionally, these baby innovations reward us with a nice little breakthrough that slightly changes the way we do things. More often than not, this isn’t the case. Instead, we end up driving for a couple of minutes longer or with a grainy mouthful of matcha crème brûlée.

The cost of these risks is so low that these no reason not to test these ideas when they come around.

Just remember to trust the tried and true from time to time.

Are you an aggressive competitor, or do you lash because it makes you feel in control?

Are you ruthless and viscous, or strong and merciful?

Will you fight for others, or for the advancement of your own interests?

Do you want to win, or to see your opponents lose?

Savage ferocity is a choice; often, the wrong one.

The ability to remain ‘neutral’ on the oppression of others implies privilege; it’s easier not to bother with oppression when it isn’t happening to you.

An even worse response would be the reactive undermining of someone else’s oppression.

There are no counter protests at breast cancer awareness events, because the words ‘all cancers matter’ are so obvious that they need not be exclaimed.

‘Black Lives Matter’ is not a challenge to the idea that ‘All Lives Matter’, but the latter is a challenge to the former. Our reaction to systematic violence and oppression cannot be to undermine it.

The world has paid the price of isolation; but as we return to our sprawling shopping centres and bustling restaurants, we are going to realise a fatigue we haven’t had to deal with for some time.

Engaging with people, even positively, can be exhausting; beware the impact of isolation on our social tolerances.

Be kind to our service workers, Take care of our administrators and our organisers, and tread gently into the social spaces we were so used to occupying only a small time ago.

‘Normal’ is returning, but things have changed; let’s not allow it to be a change for the worse.

It’s easy, in times of great distraction, to lose sight of the things most important to our own personal senses of worth and value; but there are fewer practices more essential than those which make us who we are.

We are what we do. We should do what we want to be.

If your team can’t read your spreadsheet, it’s not a useful spreadsheet; if you’re only available to attend meetings you call, you’re not available; and if you’re only present for the conversations in which you get to have the loudest voice, you aren’t present.

Order and organisation are only worthwhile when they serve a collective.

It’s our own responsibility to ensure our ways of working and cooperating are useful to those around us.

Until you’ve mastered your craft, you will be prone to regular and potentially costly mistakes.

It is in your opponent’s best interest to force you to make these mistakes as often as possible. They do this by applying pressure.

Pressure comes in many forms. An opponent might pressure you by manipulating your perception of the time you have (or don’t have); by raising the intensity of their own play, demanding your reaction; by raising the stakes of the play, putting more on the line; or by simply apply force through leverage they have over you.

Adapting quickly to pressure is a hallmark of a great competitor; but no-one develops an aptitude for negotiating pressure without being forced into mistakes countless times over.

It’s how those mistakes are processed which separate the good from the great.

Truly great players relish opportunities to grow, seizing them with all the tenacity they can muster.