control
"You're reading the data as 'people care about effectiveness.' I'm reading it as 'people care about feeling like the company takes their health seriously.' Same data. Different story."
This was infuriating. It was also making my brain work in a way it usually didn't have to. Most of the time, when I built strategic frameworks, people accepted them. They understood that my approach was based on research and data and best practices. They didn't argue with me about alternative interpretations.
Eli was arguing with me.
"Walk me through your approach," I said, because despite finding his methodology questionable, I was genuinely curious where he was going with this.
Eli grabbed a marker and start