Clarity, Popularity, and Value
Avoiding doing the obvious thing has nothing to do with seniority or how much you know. Without self-authorship, the student and the CEO will share many forms of mind. It is an embodied state, a meeting point between thoughtfulness and rigor—the sticky belief that friction and aesthetics are the same. Time is an essential aspect of understanding obviousness. Many things make no sense when first introduced. The more creative an idea is, the less sense it will make sense (hence the troves of being too early to the market). It is up to the (/self) leader to (1) actively imagine a future beyond immediate friction and (2) position it in the market in a way they can afford.