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philodendron imperial red vs black cardinal

philodendron imperial red vs black cardinal Philodendron Black Cardinal

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Description

philodendron imperial red vs black cardinal Philodendron Black CardinalPhilodendron 'Black Cardinal' Philodendron 'Black Cardinal' is a compact self heading Philodendron grown for deep red to black red foliage. New leaves emerge brick red, then mature into a darker, near black red tone. The plant keeps a dense rosette like shape and stays compact in a pot. Selected from an Orlando area hybridising programme and patented in 1984 as a Cora McColley cultivar, Philodendron 'Black Cardinal' is known for broad, thick, leathery

Philodendron 'Black Cardinal'

Philodendron 'Black Cardinal' is a compact self-heading Philodendron grown for deep red to black-red foliage. New leaves emerge brick red, then mature into a darker, near-black red tone. The plant keeps a dense rosette-like shape and stays compact in a pot.

Selected from an Orlando-area hybridising programme and patented in 1984 as a Cora McColley cultivar, Philodendron 'Black Cardinal' is known for broad, thick, leathery leaves, depressed veining, brick-red immature foliage, and mature black-red colour.

Black Cardinal traits for indoor pots

  • Growth habit: Compact self-heading Philodendron with short internodes and a dense rosette-like form.
  • Leaf colour: Juvenile leaves open brick red and mature to a dark black-red finish.
  • Leaf texture: Broad, thick, leathery foliage with prominent depressed veining.
  • Plant shape: Forms a compact central crown with short petioles and closely held foliage.
  • Indoor habit: Dense growth and dark foliage keep the plant compact, full, and easy to manage in a pot.

Self-heading growth and dark leaves

Philodendron 'Black Cardinal' builds from a compact central crown, with leaves held on short internodes. The short, thick petioles keep the foliage close to the plant’s centre, giving the cultivar its dense, rounded shape.

The colour shift is clear as each leaf matures. Fresh foliage opens red, then darkens quickly as the leaf hardens. Mature plants hold a deep black-red tone across the older leaves.

Growing Philodendron 'Black Cardinal' indoors

  • Light: Provide bright indirect light to maintain healthy compact growth. Direct midday sun can scorch or dull the leaves.
  • Watering: Water when the upper part of the substrate has dried. The thick roots need moisture followed by good drainage.
  • Substrate: Use an airy aroid mix with bark, coco coir or chips, perlite, pumice, and a modest moisture-holding component.
  • Drainage: Use a pot with drainage holes. The crown and lower roots should not sit in heavy, stagnant substrate.
  • Humidity: Average indoor humidity is usually tolerated, but moderate to higher humidity supports cleaner new leaf expansion.
  • Temperature: Keep warm, ideally 18–28°C. Avoid cold wet conditions around the crown and lower roots.
  • Feeding: Feed lightly during active growth. A steady nutrient supply supports dense foliage without soft, stretched growth.
  • Repotting: Repot when roots fill the pot or the crown becomes unstable. Choose a pot only slightly larger.
  • Pruning: Remove fully yellowed or damaged leaves close to the crown with clean tools.
  • Semi-hydroponics: Can adapt to airy mineral substrates if roots are cleaned carefully and the crown stays above the wet zone.
  • Propagation: Propagate from a division or stem section with a viable node and growth point; a single detached leaf will not regrow into a plant.

Common issues with Philodendron 'Black Cardinal'

  • Yellow lower leaves: Check for excess moisture in the lower pot. Improve aeration and let the substrate dry further before watering.
  • Soft crown or base: Often points to cold wet substrate or poor drainage. Inspect the crown and roots before damage spreads.
  • Faded new leaves: Check light, feeding, and root health. Weak growth can open with less depth of colour.
  • Brown patches: Look for sun scorch first, then check undersides and petioles for pests such as thrips, mites, scale, or mealybugs.
  • Loose, stretched shape: Increase bright filtered light and rotate the pot so the rosette develops evenly.

Keeping the plant compact

Philodendron 'Black Cardinal' keeps its compact shape through a self-heading habit, short internodes, and closely held foliage. Steady light, controlled watering, and a stable root ball help the crown stay dense as new leaves develop.

Remove only fully yellowed or damaged leaves. Healthy dark foliage supports the next flush of growth, and heavy pruning can temporarily reduce the plant’s dense shape.

Pet and child safety

Place Philodendron 'Black Cardinal' away from pets and children. Its tissues contain insoluble calcium oxalate crystals that can irritate the mouth, throat, digestive tract, and sensitive skin. Wash hands after pruning, and keep cut plant parts out of reach.

Philodendron genus and cultivar background

Philodendron belongs to the Araceae family. The genus name is commonly translated as “tree-loving”, though cultivated Philodendron can be climbing, creeping, rosette-forming, or self-heading depending on their background. Philodendron 'Black Cardinal' was patented in 1984 as a Cora McColley cultivar from an Orlando-area hybridising programme.

Choose Philodendron 'Black Cardinal' for a compact self-heading Philodendron with broad leathery leaves, brick-red new growth, and mature black-red foliage.

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scott
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★★★★★ 5
Lessons described live up to the book title.
Format: Hardcover
A fascinating read filled with eclectic stories of corporate experiences--the good and the bad. This book provides deep insight and guidance for considering what really matters and is most effective in the internal workings of your company to bolster success.
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Reviewed in the United States on April 10, 2026
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GVG
Birmingham, US
★★★★★ 5
Must read for any company owner
Format: Hardcover
If you own a company, have a business or are a manager, this is a must read
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Reviewed in the United States on May 24, 2026
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moangu
Chelsea, US
★★★★★ 4
Indicators framework done right
Format: Paperback
I have found this book really useful. I would say it could be useful also for anyone working in a large organization and dealing with the challenges, virtues and downsides of performance indicators methodologies, both for career development within the organization and for the organization's success. The book confirms the need to read Andrew Grove's (1983) High Output Management. And it reminds us that Peter Drucker's (1954) The Practice of Management is still relevant. I would highlight several ideas promoted by the book: First, regarding OKRs: the benefits of the transparency of OKRs, with all OKRs visible to the entire organization, from the CEO down to the lowest level employees; the recommendation of dual planning (annual and quarterly); the role OKRs should have on engagement, commitment and motivation; the importance of constructing and cascading OKRs in a meaningful way as opposed to by rote (set them and forget them), enthusiastic compliance instead of bureaucratic compliance; the need to have two kinds of goals (committed and aspirational); the need to encourage staff to define a portion of their OKRs, to let them develop their own objectives, a healthy proportion of alignment (top-down) and autonomy (bottom-up); the key role of culture and the impossibility sometimes of changing it without staff renewal; the recommendation to separate bonuses from the OKR cycle; the flexibility to adjust or discard OKRs mid-cycle; the real risk of big organizations at any time of having some significant percentage of people working on the wrong things; Second, all the discussion regarding performance management, the recognized futility and sometimes demoralizing effect of annual performance reviews, is very insightful. Other thoughts, not original from this book, but worth recalling: ideas are easy, execution is everything; the ideal number of direct reports to a manager should be somewhere between 7 and 20; the most important things need to get done first or they won't get done at all; not everything that can be counted counts and not everything that counts can be counted; transparency and accountability are two related but clearly different concepts, the latter rather an outcome, the former totally an output; moral suffers when people know they can't succeed. Unfortunately, the book has its shortcomings, most of them associated with the testimonies of OKR virtues. Particularly interesting is the case of Zume Pizza, presented as a success case (and OKR as one of the critical factors of that success story). However, we know now that the company bankrupted a few years after the book was published, showing that even the most successful venture capitalist is not always right, his knack for business not always foolproof. And also showcasing that OKRs might be necessary but certainly not sufficient. At any rate, since the book is complemented by a website (https://www.whatmatters.com/) I wish the author shared there a post-mortem, assessing what happened and the relationship between OKRs and that failure. On the other hand, the case of Bono's NGO could have been spared. Zero value added. And, maybe, also the one about the Gates Foundation. Both examples are part of the book's evangelizing, metaphor-ridden and inspirational tone, where billionaires are presented as driven only for the possibility of bringing happiness to humanity and not as real people, that take most of their decisions in the pursuit of money, power or fame.
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Reviewed in the United States on August 16, 2025
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Format: Kindle
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Reviewed in the United States on November 7, 2025
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Sal P.
Charlottesville, US
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Format: Hardcover
I just finished "Measure What Matters" by John Doerr. Such a great book full of advice for companies struggling with #execution. My favorite #quotes from this book: "Good ideas with great execution are how you make magic." @Larry Page "Ideas are easy. Execution is everything." "I view this year's failure as next year's opportunity to try it again." @Gordon Moore "Specific hard goals produce a higher level of output than vaguely worded ones." "Set goals from bottom up." "Dare to fail." "... four OKR superpowers: focus, alignment, tracking, and stretching." "Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them." @Andy Grove "When you are tired of saying it, people are starting to hear it." Jeff Weiner "Done is better than perfect." Sheryl Sandberg "... if we try to focus on everything, we focus on nothing." "Growth costs money." "... you can only do one big thing at a time really well, and so you better know what that one is." "Doing too much too soon will definitely end in pain." "To inspire true commitment, leaders must practice what they teach" "Transparency seeds collaboration." "Having a good mission is not enough. You need a concrete objective, and to need to know how you're going to get there." "... my favorite definition of entrepreneurs: Those who do more than anyone thinks possible ... with less than anyone thinks possible." "If you set a crazy, ambitious goal and miss it, you'll still achieve something remarkable." @Larry Page "Stretch goals can be crushing if people do not believe they're achievable. That's where the art of framing comes in." "Feedback is an opinion, grounded in observations and experiences, which allows us to know what impression we make on others." Sheryl Sandberg "Feedback can be highly constructive- but only if it is specific." "Continuous recognition is a powerful driver of engagement." "... a really good company values different opinions." "... behavior defines a company more meaningfully than product lines or market share." "Vision-based leadership beats command-and-control." "People watch what you do more than what you say." "Time is the enemy of transformation." "... there was no shame in trying your hardest and failing, not when OKRs help you fail smart and fail fast." "Goal setting is more art than science."
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