Leaders are used to thinking about energy in terms of sleep, nutrition, and workload.

All of that matters. But there is another dimension of energy that rarely gets discussed in boardrooms: the way your agreements shape your available power, and the way our shared dream of the world holds almost ev...

We live and lead in an age of permanent stimulation.

Messages, meetings, content, conversations, headlines, dashboards – the stream rarely stops. For most leaders, this has become such a normal backdrop that the real cost is almost invisible:

There is no space left.

No space for unprocessed emoti...

 There are two kinds of work you can do as a leader or entrepreneur.

1. The work that pays the bills.
2. The work that feels like it’s trying to be born through you.

Sometimes they overlap.
Often, for a while, they don’t.

You might:

• Deliver programmes inside organisations whose behaviour you no
...

Leading people is relatively easy when everyone is in a good mood, open, and willing to change.

The real test comes when:

• Someone you care about is deeply unhappy.
• They complain, blame circumstances, and feel stuck.
• You know there are tools that could help, but they either don’t see them or re
...

When the world feels unstable, noisy, and increasingly polarized, the instinct for many leaders is to tighten control.

We:

• Double down on our existing views.
• Seek information that confirms what we already think.
• Defend our position as “the” right one.

It feels safer in the short term.
In th...