Insights
Field notes from leadership transformation work.
Essays and frameworks from our engagements with enterprise leaders. Written for people who design, fund, or lead leadership development inside organizations navigating transformation.
15 · 05 · 2026 · Feedback
Three tools for giving effective feedback that actually changes behaviour
Most feedback fails because it is structured for the giver's comfort, not the receiver's change. A practical model for leaders who want feedback to land.
28 · 04 · 2026 · Culture
Why your psychological safety initiative is not working
Psychological safety is not a workshop outcome. It is the residue of a thousand small leadership conversations — most of which your leaders have never been taught to have.
10 · 04 · 2026 · Transformation
The leadership conversations that distinguish a real transformation from theatre
Every transformation has visible artifacts — strategy decks, town halls, OKRs. The ones that work also have a specific set of conversations happening behind them.
22 · 03 · 2026 · Measurement
If you cannot measure the behaviour, you did not change it
The case for behavioural measurement at 30, 90, and 365 days — and what to measure when satisfaction surveys are useless.
07 · 03 · 2026 · Coaching
The five questions every leader should be able to ask without preparing
Coaching skill is not a training event. It is a small set of questions internalized to the point of unconscious use.
14 · 02 · 2026 · Conflict
De-escalation techniques borrowed from clinical and negotiation contexts
What corporate leadership development can learn from disciplines that operate where stakes are genuinely high and avoidance is not an option.
28 · 01 · 2026 · Performance
Performance management is a conversation problem disguised as a process problem
The reason your performance management cycle is not working is not the form. It is the conversations your managers were never taught to have.
10 · 01 · 2026 · Change leadership
Change resistance is information — your leaders are usually mishearing it
When leaders frame resistance as a problem to be overcome, they miss what it is actually telling them about the change design.
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