LinkedIn Post Draft Score: 71/100

Draft Content

Frédéric Bastiat wrote it in 1850. It still runs corporate strategy today. "That which is seen and that which is not seen." Bastiat's discipline was this: every action has visible effects, and every action has second-order effects that don't show up in the initial pitch deck. A good economist counts both. He was writing about government spending. The principle applies to every capital decision your company makes. A short list of examples I've watched play out in CFO offices. The visible: a tariff increase raises revenue for the government. The unseen: the same tariff shrinks the domestic market by making inputs more expensive for every downstream user. The visible: a share buyback lifts EPS this quarter. The unseen: it also depletes the balance sheet flexibility your company will need when the credit cycle turns. The visible: a supplier consolidation drops unit cost 8 percent. The unseen: it eliminates the second source that would have saved you during the next supply shock. The visible: an ambitious growth plan wins the board vote. The unseen: the capital structure required to fund it creates covenant fragility three years out. None of these are arguments against the action. They are arguments for surfacing the second effect before you sign the memo. Bastiat's discipline is not about finding perfect answers. It's about counting all the effects, not just the ones that make the case. The best CFOs I've worked with have this reflex. The rest keep getting surprised by consequences that were foreseeable. If you appreciate second-order thinking in capital decisions, follow along. I post on this every week. Source: Frédéric Bastiat, "Ce qu'on voit et ce qu'on ne voit pas" ("That Which Is Seen and That Which Is Not Seen"), 1850.

Score Breakdown

main points: 8/10

post length: 10/10

readability: 8/10

hook strength: 8/10

call to action: 6/10

format structure: 7/10

hashtag analysis: 3/10

engagement potential: 7/10