The problem (or at least one of the problems) is that the twin edicts to simultaneously optimize your team and life and to be flexible in light of an uncertain future are in opposition to each other. Optimization presumes a kind of certainty about the circumstances one is optimizing for, but that certainty is, more often than not, illusory.

In the past, pursuing this goal was admirable since any increase in production resulted in an increase in well-being: better food, better medicine, better clothing, better housing, better work, and better living. At some point the focus changed from better to more: more food, more medicine, more clothing, more bedrooms, more bathrooms, and more wor