Right Attitudes

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Sometimes, Wrong Wins Right

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The 'Beanz Meanz Heinz' Campaign for Heinz (1967)

Baked beans are an indispensable part of the British culinary landscape, enjoyed at any meal—from a hearty breakfast on toast or as part of a “full English,” to a simple and satisfying dinner.

Their journey into British kitchens began with an American import. In 1886, H.J. Heinz introduced baked beans as a luxurious delicacy at London’s renowned Fortnum & Mason, and by 1901, distribution had expanded across the United Kingdom.

Their rising popularity was underscored during World War II when the Ministry of Food classified Heinz Baked Beans as an “essential food” amid rationing, paving the way for them to evolve into a convenient, budget-friendly meal option in the post-war era.

By the 1960s, Heinz’s early expansion and sustained quality had secured a dominant position in the UK market, even as competitors tried to claim a bite of the popularity pie.

To further cement its foothold, Heinz embraced an innovative marketing strategy that would soon become legendary. In an inspired moment reportedly sparked over two pints at The Victoria pub in Mornington Crescent, London, advertising executive Maurice Drake of Young & Rubicam coined the now-iconic slogan “Beanz Meanz Heinz.”

This playful twist on standard grammar—choosing memorable quirkiness over strict correctness—captured the public’s imagination and turned the phrase into one of the UK’s most enduring advertising slogans. Its lasting impact was such that in 2004, Heinz refreshed its packaging to sport a simplified “Heinz Beanz.”

Idea for Impact: Dare to deviate. Sometimes, wrong wins right.

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Chance and the Currency of Preparedness: A Case Study on an Indonesian Handbag Entrepreneur, Sunny Kamengmau

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Luck Meets Readiness: Harnessing Chance with the Currency of Preparedness

Travelers are often captivated by the allure of handcrafted treasures they discover in remote corners of the world. This fascination frequently sparks a compelling entrepreneurial question: Could these artisanal goods be imported and sold abroad? That question—equal parts reverence and ambition—is often where vision begins. Yet the true challenge of bringing such ideas to life lies in finding the right local partner—someone deeply embedded in the artisan community and capable of navigating the complex processes of recruiting artisans, managing production, and ensuring quality control.

Prepared Minds and Fortunate Turns

This is the story of Sunny Kamengmau, an Indonesian entrepreneur whose boutique handbag brand, Robita, won the hearts of consumers in Japan. Originally from a small village on a far-flung island in the archipelago, Sunny moved to Bali in search of a livelihood. He worked various jobs—hotel gardener, security guard—and began learning English and Japanese to better connect with international visitors.

In 1995, serendipity arrived not as a revelation but as a conversation. A chance meeting with Japanese entrepreneur Nobuyuki Kakizaki at a hotel set the stage for an extraordinary journey. The two remained in contact, and three years later, they launched an initiative to create handmade leather bags for the Japanese market, where quiet beauty is deeply appreciated. That marked the birth of Robita.

Collaborating closely with local artisans, Sunny embraced traditional craftsmanship. Robita bags became known for their distinctive qualities: unstrained leather that preserved its natural character, rare embroidery and dyeing techniques, and hand-stitched textures that conveyed authenticity. These thoughtful details resonated with discerning Japanese consumers, who valued the brand’s understated elegance and rustic charm.

The Quiet Routes of Opportunity

The road to success was anything but smooth. Sunny faced financial hardships and endured the loss of his Japanese business partner. Still, his resilience bore fruit. Robita earned international acclaim and eventually opened a boutique in Bali. Despite its loyal following and notable achievements, the brand recently announced its closure—without a lengthy explanation. Just a quiet farewell.

Entrepreneurship is often associated with strategy and grit. But Robita’s story reveals a deeper truth: Success frequently depends as much on serendipity—timing, circumstances, and chance encounters—as it does on effort. Sunny didn’t manufacture his opportunity. He met it halfway, prepared to rise when it came. Preparedness doesn’t guarantee triumph, but it positions one to seize opportunity when it arrives.

Idea for Impact: Hard work doesn’t always pay off, but sometimes, it does—if luck chooses to lend a hand.

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Five Questions to Keep Your Job from Driving You Nuts

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Five Questions to Keep Your Job from Driving You Nuts When work is actually decent, everything else starts to click. A good job challenges you just enough, pays the bills, surrounds you with coworkers who aren’t jerks, includes a boss who gets you, and offers a commute that doesn’t crush your soul. If you’ve got one, hold onto it. But if your job feels more “meh” than meaningful, it might be time to rethink how you’re showing up to it.

You don’t need a promotion or some life-changing pivot. Sometimes, a small mindset tweak is enough. Instead of chasing the ideal job or measuring your current one against outdated standards, ask better questions. You may find the spark isn’t gone—it’s just buried under routine and autopilot. Start with these:

  1. What parts of your day actually feel good—and how can you create more of them? Significance: Small joys matter. They keep you grounded.
  2. Who around you genuinely seems to like their job—and what are they doing differently? Significance: Pay attention. Borrow smart habits. Experiment.
  3. What small responsibilities can you quietly take on—even if no one notices yet? Significance: Leadership doesn’t wait for permission. It starts with initiative.
  4. What skill could you start building today that nudges you toward the next role? Significance: Make your potential visible. Show your growth in action.
  5. Does your calendar reflect your values—or just what others expect of you? Significance: Time speaks louder than intentions. Spend it wisely.

Bonus: What tough issue are you avoiding that needs a name before it grows teeth Significance: Ignoring problems doesn’t shrink them. It sharpens them.

Idea for Impact: Careers don’t reset in a day. But your rhythm can—one step at a time, starting now.

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A Taxonomy of Troubles: Summary of Tiffany Watt Smith’s ‘The Book of Human Emotions’

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'The Book of Human Emotions' by Tiffany Watt Smith (ISBN 0316265403) Some books aren’t designed to be read front to back. Tiffany Watt Smith’s The Book of Human Emotions (2016) is a perfect example. It’s a compendium, a literary grab bag where readers can open to any page and uncover a curious nugget about the strange terrain of human feeling. Whether it launches a dinner-table debate or sends you into a cultural rabbit hole, its charm lies in its delightfully unsystematic approach.

Smith, a cultural historian focusing on the history of emotion, offers a colorful tour of the emotional spectrum. Some entries are instantly relatable; others are wonderfully obscure. The format is encyclopedic, ranging from single-sentence definitions to multi-page explorations. There’s basorexia, the sudden urge to kiss, and iktsuarpok, the anxious anticipation of someone’s arrival. Smith notes in the introduction that the modern idea of “emotions” didn’t appear until the 1830s. Before then, feelings were blamed on faulty souls or imbalanced bodily fluids like bile or phlegm.

The book is more than just a glossary; it’s threaded with sharp cultural insights—when a language has a specific word for a concept, it often indicates that this concept is culturally important, frequently discussed, or central to how people interact and understand their world. Smith touches on the aggressively enforced cheeriness of American customer service, a strange mandate for mandatory happiness that somehow leaves everyone slightly gloomier. She also highlights curiosities like awumbuk (from Papua New Guinea,) the oddly specific feeling of emptiness after guests leave, and the Dutch concept of gezelligheid, capturing the warmth of shared companionship.

Recommendation: Leaf through The Book of Human Emotions. Though the concept occasionally feels stretched, perhaps suggesting the author discovered that emotions alone might not justify an entire book, it remains engaging throughout. Smith writes with clarity and wit, avoiding the heaviness of academic prose. This is the kind of book that earns its place on the coffee table. It’s best enjoyed in fragments, one curious entry at a time, gently reminding us how language and culture shape what we feel and how we understand each other.

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Be Careful What You Count: The Perils of Measuring the Wrong Thing

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Be Careful What You Count: The Perils of Measuring the Wrong Thing There’s an old joke about the Soviet Union’s approach to industrial planning. It’s been told so often it’s practically folklore, but like all good parables, it endures because it captures something fundamentally true about human behavior under pressure.

In the days of the Soviet Union, Moscow set production quotas, which became the dominant concern of factory managers.

When a commissar told a nail factory’s manager that he would be judged on the number of nails the factory produced, the factory had made lots of little, useless nails.

The commissar, recognizing his mistake, then informed that the factory manager’s performance would be judged on the weight of the nails produced. Consequently, the factory then produced only big nails.

This isn’t just a cautionary tale about bureaucratic absurdities. It’s a lesson in what happens when incentives are designed by people who assume that metrics are neutral, incorruptible things. They’re not. Metrics are like mirrors in a funhouse: they reflect something, but rarely what you intended.

Myles J. Kelleher, in Social Problems in a Free Society: Myths, Absurdities, and Realities (2004,) offers another gem from the Soviet archives:

One Soviet shoe factory manufactured 100,000 pairs of shoes for young boys instead of more useful men’s shoes in a range of sizes because doing so allowed them to make more shoes from the allotted leather and receive a performance bonus.

The logic is impeccable. The outcome is ridiculous. And yet, this isn’t just a Soviet problem. It’s a human one. People respond to the rules of the game. If you reward volume, you’ll get volume—regardless of whether it’s useful, desirable, or even remotely sane.

The significance is blunt: people don’t optimize for purpose; they optimize for score. And if the scoreboard is flawed, so is the game.

Idea for Impact: Don’t Incentivize the Wrong Game

The moment you tie rewards to a number, behavior shifts to serve that number—regardless of whether it reflects anything meaningful. That’s the risk. What gets measured gets done, but it also gets distorted or quietly avoided. The point is to measure what matters, and to understand why it matters.

Start by asking what you’re trying to achieve. If the goal is customer satisfaction, measure the experience, not the volume of calls. If it’s innovation, don’t count patents—look at whether they solve real problems. Activity isn’t the same as effectiveness, and often works against it.

Then look at the resources involved. Efficiency only matters if it supports a valuable outcome. A team chasing empty metrics isn’t efficient—it’s drained. And before introducing any performance measure, ask how it might be exploited. If someone can meet the target while ignoring the purpose, you haven’t built accountability—you’ve created a loophole.

Metrics are instruments. Used well, they clarify. Used poorly, they mislead. Measure carefully.

Reward carelessly, and you’ll get exactly what you asked for—just not what you needed.

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Big Shifts Start Small—One Change at a Time

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Big Shifts Start Small---One Change at a Time We romanticize transformation—new routines, cleaner diets, sharper habits. But in practice, change rarely arrives in cinematic sweeps. It comes in quieter forms: a switch from soda to water, a walk around the block, skipping the evening snack. Small choices. Easily overlooked. In aggregate, they shape us.

Trying to change everything at once—run daily, meditate, overhaul meals—is a recipe for burnout disguised as ambition. Better to start with one tweak, something frictionless enough to stick. Once it feels second nature, stack another. A short walk. A light dinner. A weekend without takeout. These shifts build momentum without demanding heroics.

Progress thrives on consistency, not spectacle. The goal isn’t an overhaul—it’s a steady tilt toward better. And in that tilt, you free up space: less guilt, fewer negotiations, more clarity. Change doesn’t have to be loud to matter.

Idea for Impact: Progress is rarely explosive. More often, it’s the quiet rebellion of small shifts against chaos—one glass of water, one walk around the block, one skipped snack at a time.

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Let a Dice Decide: Random Choices Might Be Smarter Than You Think

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Let a Dice Decide: Random Choices Might Be Smarter Than You Think We make thousands of decisions daily—what to wear, which email to answer first, whether to take the scenic route or stick to the main road. Most are low-stakes, but the act of choosing can sap mental energy. That’s decision fatigue: as options pile up, clarity frays, and even the inconsequential starts to feel weighty. The mind treats small choices like they’ve got far more significance than they deserve.

There’s a surprisingly elegant way out: hand off minor decisions to chance. Roll a die. Flip a coin. Outsource the trivial. Randomization cuts through indecision and delivers instant clarity. Ironically, when the coin’s in mid-air, we often discover what we truly want—hoping silently for a particular side to land face-up. That fleeting instinct speaks louder than hours of deliberation.

We already allow randomness to shape more of our lives than we realize. We hit shuffle and trust an algorithm to pick our next song. We choose checkout lines blindly, hoping they’re fastest. Our social feeds present content in curated chaos. Even picking a restaurant often comes down to whatever looks inviting in the moment. Randomness isn’t an interruption—it’s ambient, constant, and influential.

Using chance deliberately brings relief. Faced with mundane, energy-draining decisions, inviting a bit of randomness can be playful and effective. It breaks the loop of paralysis-by-analysis and forces commitment. It frees up brainpower for choices that actually require reflection. Not everything deserves a full internal debate.

Of course, not every decision fits this mold—career shifts, relationships, financial moves need real thought. But for the daily swarm of indecision, randomness offers clarity and release.

That’s freedom from the unimportant.

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Do-What-I-Did Career Advice Is Mostly Nonsense

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Your Path Isn't Mine: The Myth of Mimicry in Success In the glossy canon of business magazine profiles and business school leadership panels, few rituals are as misleading as the executive career interview. A high-powered figure is asked for wisdom, and what follows is a polished origin myth framed as mentorship—a display of survivorship bias wrapped in aspirational prose. Biography masquerading as blueprint.

These stories are cinematic by design. They feature eighty-hour workweeks, strategic pivots that precede market booms, and passions that bloom alongside rising profit margins. Delivered with solemn cadence, these narratives are carved into marble slabs by capitalism’s chosen apostles.

Sheryl Sandberg, one of Silicon Valley’s most recognizable voices, has long embodied this genre. Her signature mantras—“Work hard,” “Lean in,” “Follow your passion”—resonate with clarity and conviction. Yet beneath the surface lies a trajectory shaped not solely by diligence but also by timing, institutional support, and access to elite networks.

Her widely cited negotiation for the Facebook COO role is illustrative. Initially prepared to accept Mark Zuckerberg’s offer without discussion, she reconsidered at her husband’s urging and negotiated terms. She identifies this moment as a turning point. What often escapes mention is the broader context: an education at Harvard, experience at McKinsey, and longstanding ties to the upper echelons of tech and government. Most candidates don’t bring such credentials into the room, nor do they have a spouse who is also a seasoned tech executive.

“Follow Me” Is Terrible Career Advice

'Lean In' by Sheryl Sandberg (ISBN 0385349947) Sandberg’s work routine, often held up as a model of balance, was supported by resources unavailable to many—nannies, private chefs, and flexible job conditions. The ability to log off at 5:30 to have dinner with her children and return later wasn’t simply a function of personal discipline. It was enabled by structural advantages that insulated her from many of the pressures others face.

Sandberg didn’t “lean in” to adversity in the traditional sense. She navigated a system she was already well-positioned within. Her advice is not without value, but it reflects a path forged through a confluence of opportunity and preparation that many will not share. Countless professionals devote themselves with grit and precision, follow every career mantra, and invest deeply in their growth—yet the path to executive elevation remains elusive.

What’s often presented as universal wisdom is, in many cases, retrospective storytelling. These journeys are curated, not reproducible. The gospel from the corner office may inspire, but it is rarely instructive. Success in these rarefied spaces owes as much to legacy and leverage as it does to effort and aspiration.

Idea for Impact: Personal Playbooks Mislead. This genre isn’t guidance; it’s gospel for the gilded. A bedtime story for the aspirational class, painstakingly reverse-engineered to give the illusion that inherited altitude came from effort. The success it glorifies owes less to grit and more to the gravitational pull of legacy and access.

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How to … Tame Your Calendar Before It Tames You

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How to ... Tame Your Calendar Before It Tames You If you’re a working professional with a family, your calendar probably feels like a runaway train. One minute you’re fine, the next you’re missing deadlines, forgetting birthdays, and wondering how your day disappeared. Here’s how to fix it:

  • Start your day with a plan. Take 15 minutes each morning to pick your top three tasks. Not everything—just the three that matter most. Split your time into “must-dos” and “want-to-dos.” This helps you stop reacting to everyone else’s chaos and focus on what counts.
  • Block time for deep work. Set aside three two-hour blocks each week—early, mid, and late week. Use them to think, plan, read, or catch up. No meetings. No distractions. President Richard Nixon used to sneak off to a quiet office just to get things done. You can too.
  • End your day with a reset. Spend 30 minutes wrapping up. Clear your desk, answer emails, return calls, jot down loose thoughts. This helps you switch off and enjoy your evening without your brain spinning like a washing machine.

Idea for Impact: Use your calendar as a weapon, not a shackle. Dictate your hours with intent, or watch them be looted by the trivial and the dim. Reclaim your time—or be ruled by the petty tyranny of other people’s priorities.

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The Mere Exposure Effect: Why We Fall for the Most Persistent

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Repetition Until Enlightenment: The Mere Exposure Effect Explains Why We Fall for the Most Persistent

GEICO is renowned for its relentless and quirky advertising. Its auto insurance campaigns feature a memorable, rotating cast of mascots, most famously a talking gecko with a British accent proclaiming the catchy “15% in 15 minutes.” Also prominent are a group of cavemen, hilariously offended by the notion that buying insurance is “so easy, even a caveman could do it,” and a cheerful camel celebrating Hump Day. These ads are everywhere: television, radio, online—even pre-rolls before YouTube videos. The repetition isn’t accidental—it’s strategic. GEICO has laced its brand into consumers’ consciousness by brute repetition. We’re not so much convinced by GEICO as held hostage by its consistency. And it works. We know them. We might even trust them—begrudgingly.

That’s a prime example of the Mere Exposure Effect. Coined by psychologist Robert Zajonc, this mental model describes the human tendency to prefer things simply because we’ve encountered them before. It’s a cognitive shortcut: familiarity breeds comfort, and comfort breeds trust—not because the thing is better, but because it’s known.

Exposure: The Unseen Influence

Consider also the example of Empire Today, a company that sells installed carpet, hardwood, and vinyl flooring. But what it sells most effectively is its phone number. “800-588-2300 Empire Today!” is a jingle that’s been broadcast across U.S. television and radio since the 1970s. It’s not catchy in the traditional sense. It’s simply repeated so often that it becomes part of the mental wallpaper. We don’t need to know what Empire does to know how to reach them. That’s the power of exposure.

McDonald's McDonald’s has long leaned on jingles like “I’m Lovin’ It,” which, while not musically profound, have been repeated for decades. This repetition creates emotional anchoring. We associate the tune with the brand, and that association influences behavior. Ba-da-ba-ba-ba.

But repetition is a blade that dulls quickly. When exposure becomes saturation, we turn away. The trick is knowing when to stop before we reach for the mute button. This effect isn’t limitless—it’s a tightrope.

And it doesn’t just live in advertising. It’s stitched into daily life. We reach for the song we’ve played thirty times because it feels safe. We favor faces we recognize in crowds because unfamiliarity feels like risk. Familiarity smooths the world’s sharp edges. We call it instinct, but often it’s just recall with better PR.

How Repetition Rewires Your Preferences

We’re drawn not only to the thing itself, but to its repetition, its stability. Something consistent across time and place—same colors, same voice, same message—feels trustworthy. And when others start echoing that message, the effect deepens. Exposure transforms into consensus, and suddenly what’s familiar becomes what’s “right.”

We don’t choose what we like as much as we think. We gravitate toward what we’ve seen, heard, and scrolled past enough times for our brains to say, “Sure, why not.” The Mere Exposure Effect doesn’t shout—it accumulates. And by the time we realize how much it’s shaped our tastes, we’ve already bought in.

Idea for Impact: Familiarity breeds trust, often without scrutiny. Over-familiarity channels the lazy mind. We stop questioning not when we’re convinced, but when we’re accustomed.

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