Alain de Botton on Balance
Why Most Organisational Change Fails – And How to Succeed
The Impact of Failed Change Initiatives When a change programme is poorly designed, its effects ripple across the organisation: Failure isn’t neutral. It accumulates, leaving a residue that shapes the response to future transformation efforts. A Deeper Look at the Consequences Increased ResistanceTeams often claim they are “change resistant,” but this is usually a protective […]
Eleanor Roosevelt on Freedom
The Unseen Gap
Introduction The majority of AI is a LLM – Large language model, not a being and thinking model. Using a functional MRI we know that there is a distinct region of the brain focused on language that is different to the part of the brain that is focused on processing. Further than just neurology, it […]
Chevron Leadership Development Workshop
The Four Quadrants of Leadership Leadership requires balancing four dimensions: 1. Control the Controllables Key Principle: Focus your energy on what you can influence directly. The first point of control is attention. Reflective Question: How does my current focus align with Chevron’s priorities, and what distractions can I eliminate? 2. Strategic Objectives & the Gap […]
Johari Window
Known to self Unknown to self Known to Others Open Things that you and everyone else know Blind Things that you are unaware of but everyone else know Unknown to Others Hidden Things that are known by you but unknown to others Unknown Things that you are unknown by you and everyone else
John Wooden on Becoming and Success
Biology and Belonging
Series Title: Embodied Leadership in Practice
Understanding how breathing affects your nervous system and emotional regulation as a leader can give you a new toolkit—grounded not in theory, but in biology.