Communication (Wiring)

Career advancement follows quieter mechanics than most people expect — patterns of behaviour, systemic contribution, and clarity of intent. A practical exploration of the structural forces that actually move people forward.

Editorial space is infinite. Attention space is scarce. Most organisations get this backwards — publishing more content and creating less understanding. A practical case for designing communication for human attention rather than organisational efficiency.

The opposite of bravery is not cowardice — it is conformity. In organisations, conformity is often the default. A practical exploration of bravery as a quiet, consequential organisational behaviour.

A five-part spine for writing a change narrative people can see themselves in - plus free edition of The Department of Interesting Things, the canvas, templates and workshop guide.

Customers whose complaints are resolved well often become more loyal than those who never had a problem. A short reflection on why problems are investments — and why trust is built not by perfection but by behaviour when things go wrong.

The Rule of 150 is not really about headcount. It is about the moment when shared meaning stops travelling naturally — when the story that once held everything together begins to thin. A practical exploration of what organisations lose as they grow, and how to protect it.

Most organisational problems are not technical. They are interpretive. People misunderstand intent, fill gaps with assumptions, and react to tone as much as content.

A keynote is not a performance. It is an act of value creation — where a distilled idea meets scarce attention. How to design a talk that earns what the audience gives.

Teaching in professional settings is less about charisma and more about structure, intention, and respect for attention. This practitioner reflection explores what makes teaching effective at work.