Orientation & Direction (Map)
Two Questions to Get Unstuck
When work or life feels stuck, clarity rarely comes from thinking harder. It comes from asking better questions. These two questions restore agency, belief, and momentum.
Rob Lambert
Learning & Practice (Flywheel)
The Gap a Mistake Opens
Fail faster is catchy, and half an idea. Every mistake opens a gap between what you expected and what happened — and the honest information is sitting inside it, if anyone looks.
Orientation & Direction (Map)
The Problem with Management by Committee
Consensus feels collaborative, but it often slows decisions and erodes momentum. Here’s how leaders can balance consultation with clear ownership and decisive action.
Idea to Value (Physics)
The Basics of a Good Induction Process
A good induction reassures new hires and helps them contribute quickly. Here’s a practical approach to onboarding that builds clarity, confidence, and momentum.
Creativity & Climate (Engine)
The catalogue notebook — a quiet practice for thinking better over time
A catalogue notebook is neither diary nor to-do list. It is a personal archive of ideas, reflections, and plans — a quiet studio for thinking beyond meetings and frameworks.
Creativity & Climate (Engine)
Rules for a modern manager
Most leadership advice reads like it was written at an airport gate. The real work is smaller and more interesting: the good coffee, the quiet corner, the books on the shelf, whether anyone learns your name. Rules for the modern manager — none of which will trouble a competency framework.
Communication (Wiring)
Communication is a superpower, not a soft skill
Efficient and effective are not the same thing. On why communication isn't a soft skill at all, but the most portable capability you can build.
Orientation & Direction (Map)
Going From Vision to Reality
A compelling vision is the starting point for meaningful change. This article introduces the Painted Picture and how vision, clarity, alignment, and action shape organisational agility.
Communication (Wiring)
Understanding the Drama Triangle at Work
The Drama Triangle describes three roles that appear in moments of conflict — Persecutor, Victim, Rescuer. In a single conversation, people can move between them without noticing. A practical lens for understanding how energy moves into politics rather than progress.
Learning & Practice (Flywheel)
Notes on Coaching: What I’ve Learned in Practice
Coaching is often framed as questions versus answers, but in practice it is a mix of both. In this Studio essay, I share field notes on coaching as a discipline for helping people improve outcomes in work and organisations.
Creativity & Climate (Engine)
Cash and Culture
Salary is a blunt instrument. Culture is the other side of the employment exchange. In this Studio essay, I explore cash and culture as two sides of the system that shapes why people join, stay, and leave organisations.
Communication (Wiring)
A Broad Audience Is Not a Generic Audience
In every organisation, there is a moment when someone realises they need to speak to everyone at once. This is where many leaders stumble. They confuse broad with generic.