Urgency and maps

When someone comes in under pressure, my first task is not to match their tempo. It is to give the urgency somewhere useful to go: rights mapped, risks named, options ranked.

A map does not slow a matter. It prevents the expensive kind of speed — the kind that creates a fragile registration or a letter that cannot be walked back.

I would rather be the counsel who asks one more question early than the one who explains a preventable problem later.