CULTIVATED (Page 14)

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What do you want your chapter to say?

Orientation & Direction

What do you want your chapter to say?

Every organisation is a book, and right now — noticed or not — you're writing a chapter of it. On leadership, storytelling, and the difference between authoring your year and having it happen to you.

The Power of Appearance: Simple Clothing Choices That Change How You Perform

The Power of Appearance: Simple Clothing Choices That Change How You Perform

We like to believe what we wear doesn't matter. It does — and not only in how others read us, but in how we perform ourselves. On the research into clothing, confidence and "enclothed cognition", and the small wardrobe of triggers I use to change gear.

Solve fewer problems

Orientation & Direction

Solve fewer problems

It's one of the uncomfortable truths of being in business: you are always solving problems, and there are always more of them than you could realistically solve.

What DISC really measures: performing the wrong personality

What DISC really measures: performing the wrong personality

A leadership away day, a CEO who walked out — and why DISC is less a communication tool than an energy one. On style, flex, and working with your grain instead of against it.

When I am here, I do this

Climate & Creativity

When I am here, I do this

Every space teaches you how to behave in it - long before you decide. On environmental affordance, dedicated spaces, and designing a workspace (even a kitchen corner) for the work you actually want to do.

Fall down seven times, stand up eight

Climate & Creativity

Fall down seven times, stand up eight

The old Japanese proverb, the little weighted doll behind it (and the Weebles), and what resilience actually turns out to be — once you stop mistaking it for strength.

Every business has a beat

Climate & Creativity

Every business has a beat

Every piece of work has a rhythm — a beat of push and recover, open and closed. On learning to hear it, in your day, your team, or a whole company — and why ignoring it quietly wears people out.

What's this standing order for?

What's this standing order for?

Busy, spending money, and no nearer where you meant to go. On the thread from investment to activity to value — and what lean portfolio management is really there to protect.

The lens you didn't choose

The lens you didn't choose

It's never theory versus no theory — only which lens you're standing inside, and whether you ever notice you're inside one at all.

Three sides to every story

Three sides to every story

There are always three sides to a story — one side, the other side, and the truth. The first two arrive on their own, loudly, for free. The third you have to go and find, and it's almost always the one worth having.

Humbled by fractional indices

Orientation & Direction

Humbled by fractional indices

I'm humbled by fractional indices and would make a poor engineer. But one thing I can do is decide — and I've learned that's rarer, and more useful, than it looks.

The space between the boxes

The space between the boxes

Ninety-nine percent of problems at work are really communication problems. Here's how to keep an idea intact on its way to becoming something real.