Most leadership conversations stay firmly at the surface: strategy, performance, structure, maybe mindset.

Very few touch the deeper questions:

• What kind of reality do we believe we’re operating in?
• How do we relate to the power we actually have?
• And what does responsibility look like if our i
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From the outside, you might look like a successful, modern leader.

You handle complex projects.
You navigate stakeholders.
You manage family, work and a constant stream of information.

Underneath, though, there are deeper questions running:

• What do I actually believe about reality?
• Where does
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Some leaders travel to India expecting temples and chaos.

They find that, and something else: a country that seems to specialise in extremes.

• Extremely rich, extremely poor
• Extremely beautiful, extremely ugly
• Extremely loud, extremely peaceful
• Extremely welcoming, and at times, requiring real
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On my desk, there is a strange lamp.

At first glance, it looks like a design object. But it is quietly doing something unusual: it is measuring the invisible.

Inside this lamp, beneath the light and glass, sits a high-quality coin flipper. In fact, there are two of them. They produce streams of ze...

Most of us grew up believing we live in a kind of bungalow.

One floor.
One view of reality.
One set of rules handed down, more or less unquestioned.

You work, you suffer, you try to be a decent person, you die. That’s the story.

Then something cracks it open. A trip. A crisis. A practice. A book....