A short piece about (un)conscious (in)competence

A useful model of how we learn. It applies to any other skill in which there is a strong behavioural component which is also restricted in the choices of behaviour possible.

A short piece about judgement

When we judge someone we apply a label to them that is very hard for them to remove. Our judgments are often ill informed—or at least under-informed—and we naturally fill in

A short piece about the precepts and principles of leadership

Here are precepts and principles of leadership which we find are the most useful

Building rapport—2: 14 tips

Here are a few of the areas in which we can match and lead to build rapport:


We get angry—for example, if a stranger attacks my child—and it is a visceral, instinctive response. If I am still angry about the situation two hours later, or two years

Commit to growth

For a business to grow, its leaders have to be willing to grow themselves, to change and develop. This is hardly surprising. At the end of the day, businesses are the people

A short piece about what managers who are leaders do

Leaders differentiate themselves from others in four ways. It is important to see that these people are leaders not because they behave in this way: they behave in this way

A short piece about being right

Being right can be a big problem for people in charge—and indeed for people whose quality of service relies on their capacity to give good advice: accountants, financial

Setting the right intention

Accept 100% responsibility for your outcomes and accept that there’s another person in the discussion with their own set of needs, wants, desires and outcomes

A short piece about scarcity models

A scarcity model—as opposed to an abundance model—is a belief that there is not enough happiness, not enough recognition, not enough love, not enough money, not enough work,