Productivity

is about many integrated approaches. One might-instead of time management-say energy management. Which is why so often with productivity the true search is how to do less and thus reserve energy for quality rather than do more and become exhausted.

Wings

Paul McCartney had another band, of course. Try these this Saturday:

“Band on the Run” (1973). Their signature anthem, a sprawling, multi-part composition that showcases McCartney’s knack for melody. This song is often seen as their defining masterpiece due to its complex structure, compelling storytelling, and the way it encapsulates the essence of Wings' music. “Jet” (1973). Power-pop with brass and a huge chorus; shows Wings’ arena-rock side. “Live and Let Die” (1973). Written for the Bond film, this song is a unique blend of orchestral drama and rock drive. The orchestral elements, including the use of brass and strings, add a cinematic quality to the song, making it a standout in Wings' repertoire. It cemented Wings as a significant force beyond just “Paul’s new band.” “Maybe I’m Amazed (live)” (1976, Wings Over America). A live rendition that transcended its original version from McCartney (1970), becoming an iconic showcase of McCartney’s vocals and the band’s raw energy. “Silly Love Songs” (1976). This playful song was a direct response to critics who accused McCartney of writing lightweight, sentimental tunes. Despite this, it became a number-one hit and a testament to Wings' ability to dominate the pop charts. The song’s success also served as a vindication of McCartney’s songwriting prowess. “Listen to What the Man Said” (1975) . Breezy, melodic, and polished, this exemplifies Wings' mid-1970s radio sound. “Mull of Kintyre” (1977) . A UK phenomenon (biggest-selling single of all time in UK until 1984), with bagpipes and folk roots, showing McCartney’s melodic traditionalism.

Productivity

Close the week. Review the goals you set on Monday and set some for next week. Drop notes of thanks to those who helped. Write a note in your journal of what went well and what could have gone better and learnings. Do this for work and do it personally. Select a novel for the weekend. Go live life beyond e-mail, excel and PPT.

In The Pipeline

A second set of short stories are imminent. They are ‘done’ but need intensive copy work now. One is on art forgery, one concerns The Ministry of Major Concerns, London and one is a day at Totally, Totally, Global Inc. I imagine release mid October.

A new non-fiction work in the ‘Companion’ series is well underway for late October.

As always, thanks for supporting my output.

Stop and Think

Many countries insist you stop at the STOP sign; France for example has a three second rule and you will be fined if your car is observed to continue motion and is not truly stationary. The defence of ‘there was nothing coming, officer’ carries no weight of course.

Life demands of a similar guideline; regularly ‘stop and think’. What do you notice? What do you feel? What do you sense? Do it several times a day. Be it AI, a nagging ache or a looming presentation, being stationary for a while does no harm at all to anticipate the potential threats.

There’s intelligent and there’s smart.

Software is often very, very intelligent; think a spreadsheet or Claude helping you out with some P&L planning. But then there’s smart. That’s the cool ability that humans have to use their intelligence in a super optimised way; taking a different direction or a short-cut or something not just outside-the-box, it doesn’t even need a box.

AI at its best is marvellous but it’s not HS, Human Smart.

Be Human; Get Smart.

TBC

Reclaiming Human Skills for a Robot World

As AI takes on more analytical tasks, let’s not forget the immense value of our distinctly human capabilities in this AI-driven world:

1.Storytelling over bullets of data. While machines can generate reports, humans create narratives that give meaning to information. We weave context, emotion, and purpose into facts, helping others understand not just what happened, but why it matters.

2.Questions over answers. In a world where AI can provide instant answers, our value lies in asking better questions—the ones that challenge assumptions, reveal hidden possibilities, and open new avenues of exploration.

3.Relationship building over networking. A genuine human connection can’t be automated. The ability to build trust, navigate complex social dynamics, and inspire others through authentic leadership becomes increasingly precious.

  1. Creative problem-solving over process following. While AI excels at optimising existing processes, humans excel at reimagining them entirely. We envision solutions that don’t yet exist, combine ideas from disparate fields, and take creative risks that no risk-averse algorithm would attempt.

How to Beat Ai? How to defend your job? How to fight back in a Brave New World?

Be Human. Be Very Human And be your Best Human Protect your thinking from distractions, your creativity from negativity and your output from trivia.

The Irreplaceable Human Edge

What truly distinguishes us as humans is not our ability to process information or follow procedures, tasks that machines excel at. Our unique edge lies in the spaces between logic, in the intuitive leaps that bypass rational thinking, and in the emotional intelligence that reads the room. It’s our capacity to make connections that no algorithm would ever attempt. Reflect on your best moments: they are distinctly human. No one ever returns home and wishes they had spent more time scrolling through Instagram today.

The Courage of Imperfection

Being human means embracing what corporate culture often encourages us to conceal: our mistakes, our uncertainties, our need for connection. It means showing up with our whole selves, not just our professional personas. When we admit we don’t have all the answers, when we share a personal story that illuminates a business challenge, when we accept and learn from our own failures, we create the authentic moments that inspire trust and spark creativity. These moments of authenticity are not just personal, they are the fuel for innovation and the foundation of strong, trusting teams.

Long ago, a techie and I did joint presentations to large corporate clients about a networking solution we were pitching. We had great chemistry, and it became more stand-up than slick slide-turning. Clients loved it. And they bought our solutions. The most memorable presentations aren’t the ones with perfect slide transitions; they’re the ones where someone’s passion breaks through the template. The best innovations don’t emerge from focus groups and data analysis alone, but from someone brave enough to say, “What if we tried something completely different?” The strongest teams aren’t those that eliminate conflict, but those that navigate disagreement with curiosity and respect.

The key is to be alive-the definition of human-and reject the machine-like cloak which is often thrown upon us or for which we search in order to hide in a world gone crazy.

In a world of AI, Be Human.

TBC