fix link typos

Author: hazelweakly

src/blog/observations-of-leadership-part-two.md

@@ -4,7 +4,7 @@ date: 2026-01-05
 ---
 
 Hey again! Welcome back to part two of me reflecting on the past few quarters and writing down my answers to John Cutler and Tom Kerwin's questions on how leaders navigate uncertainty and ambiguity.
-If you're lost, part one is [here](/observations-of-leadership-part-one).
+If you're lost, part one is [here](/blog/observations-of-leadership-part-one/).
 I started writing my reflections to this a while ago (almost two years now!) and decided that I actually wanted to separate out every edition of this by a few years.
 That's how long it takes for feedback cycles to truly hit at my level, anyway, and it's a good excuse to practice self reflection.
 I've also grown to enjoy seeing how my thinking matures over the years, and this is a natural way to do that.

src/blog/to-be-a-leader-of-systems.md

@@ -38,7 +38,7 @@ Going past the moments beyond when you thought you could go.
 To succeed often requires--and always demands--of you to embrace the utterly insane notion that you cannot fail.
 
 Thirdly, you will need to prepare and make ready everyone around you.
-Because to fail as a leader is not when you conviction and go down the wrong path.
+Because to fail as a leader is not when you lose conviction and go down the wrong path.
 To fail as a leader is when you do not prepare people for when that inevitable failure happens.
 This will feel in uncomfortable contrast to the necessary conviction that you cannot fail.
 Unfortunately, leadership is defined by contradictions.