Content about the human side of building and running a team or organisation. The core skill involves another person — hiring, developing, communicating with, and leading them.
This Deep Dive explains what a true 1:1 meeting is, why it improves both employee engagement and managerial performance, what cadence and duration work best, how to keep the meeting owned by the direct report rather than drifting into status updates, and how to structure, run, and evaluate 1:1s so they become a real management system rather than a calendar ritual.
LeadershipMindset
Business Succession Planning
This Deep Dive explains why founders avoid succession planning, how to choose among exit routes, when to start, how to identify and develop a successor, why handovers fail, how family-business succession adds complexity, and what the psychology of exiting does to founders after the deal is done.
LeadershipSales
OKRs
This Deep Dive explains what OKRs are, how they differ from KPIs, where they sit within mission, vision, and strategy, how to write strong objectives and outcome-based key results, what cadence keeps them alive, why they fail in practice, and how to introduce them without turning the rollout itself into the problem.
LeadershipCustomer
Advisories
Different ways you can deal with underperforming employees
There is more than one way to deal with underperformance — and which approach is right depends almost entirely on why the person is underperforming. Most founders skip the diagnosis and go straight to an intervention. This Advisory explains how to get the diagnosis right, what each intervention option actually involves, and how to avoid the most common and expensive mistake founders make in this situation.
LeadershipLegal
The hidden dangers of employee retention that no one else talks about
Everyone tells you that keeping your best people is one of the most important things you can do. That's true. The part that doesn't get discussed is what happens when you optimise for keeping people without distinguishing which people — and what that eventually does to your team and your business.
LeadershipCustomer
When your best salesperson is you — and you need to stop being the one selling
If you are the person who closes most of your business, you already know this is a problem. Every deal requires your involvement. Every conversation where you hand off to someone else produces a worse outcome. The business cannot grow beyond your personal capacity to sell — and your personal capacity is already fully committed. This Advisory explains how to fix that, in the right order.
SalesLeadership
The moment your startup mindset becomes a liability to your growing business
The behaviours that got your business to where it is are not the same behaviours that will take it further. Most founders know this in the abstract. What is harder — and what this Advisory addresses — is recognising when the transition is already overdue, what specifically needs to change, and why the hardest part of the whole thing is not redesigning the organisation but changing how you personally operate within it.
MindsetLeadership
What to do when a key person leaves and takes the knowledge with them
The first two weeks after a key person leaves are the most important. What you do — and do not do — in that window determines how much of the damage is recoverable. This Advisory explains what to prioritise immediately, what the departure has revealed about how your business holds knowledge, and how to make sure the same vulnerability does not rebuild itself quietly over time.
LeadershipOperations
When to bring in outside expertise and when to build it yourself
Every growing business faces a version of this question regularly: do we hire for this, bring in an agency or consultant, or invest in developing the capability ourselves? The decision is usually made reactively — whoever is closest to the problem makes the call that feels most urgent. This Advisory gives you a durable framework for making it well, across different types of capability and different stages of the business.
LeadershipMarketing
Digests
Management
YouTube
When two visionaries share a company: finding the integrator role
EOS WorldwideSeptember 19, 2023
Management8
Business operating systems5
Two visionary co-founders often leave the integrator role unfilled
One partner may default to integrator habits despite a visionary profile
Honest self-awareness about weaknesses is the foundation of role clarity