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Rob Lambert

Rob Lambert

A photo of some people having a meeting - Photo by charlesdeluvio / Unsplash

Why Most Meetings Fail (And What They Reveal About How We Work)

Most meetings fail not because they are badly run, but because they are badly conceived. This essay explores why meetings reveal how organisations really think — and how clarity turns conversation into action.

A photo of a wide vista overlooking a lake - Photo by Mario Dobelmann / Unsplash

Wider Awareness at Work: How Anticipation Reduces Surprises

Most professional surprises are not sudden — they were visible long before they became unavoidable. This essay explores awareness as a practice, and why clarity of orientation is one of the quiet advantages of experience.

A photo of tools and a map - Photo by Fleur / Unsplash

Leadership Without Proximity

Remote work has revealed something deeper about leadership: distance does not break teams — poor communication does. This essay explores how leadership must evolve when physical presence disappears.

A photo of a tape measure - Photo by Diana Polekhina / Unsplash

When the Measure Becomes the Problem

A story from a supermarket checkout reveals a deeper truth about modern organisations: when we measure the wrong thing, we quietly train good people to do the wrong work. This essay explores why bad metrics distort performance.

A photo of some leaves Photo by Chris Lawton / Unsplash

How Change Really Begins Inside Organisations

Most organisational change does not begin with strategy or structure. It begins quietly, through shifting conversations, relationships, and shared belief. This essay explores how change really starts inside organisations — long before it becomes official.

A tram in Budapest, Hungary

How Teams Really Change

Most organisational change fails because it begins with action rather than understanding. This essay explores how teams really change — not through control and programmes, but through clarity, trust, and a deeper way of seeing the systems we work within.