Category: Weird Wisdom
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How to Use Weird Wisdom When You’re Not in Charge
“I’m not in charge, what can I actually do?” More than you think. A lot more.Culture isn’t only shaped by leaders. It’s shaped by thousands of small moments; who gets heard, whether it’s safe to disagree, whose ideas get airtime.…
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A Barrier to Discovery
Evidence matters. But sometimes our need for certainty becomes a barrier to discovery. Every innovation.Every breakthrough.Every meaningful change. Started as a possibility before it became proof. Weird Wisdom® encourages us to stay open long enough to explore what might be…
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Barriers to Growth
One of the biggest barriers to growth is assuming our perspective is the complete picture. Weird Wisdom® reminds us that difference expands understanding. Every perspective reveals something. Every viewpoint contains information. The question is whether we’re willing to listen. What…
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What Are You Waiting For?
We spend a lot of time waiting. Waiting until we’re ready. Waiting until we know enough. Waiting until we’re certain. But growth rarely arrives after certainty. It usually arrives before it. The invitation of Weird Wisdom® is simple: Start before…
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Certainty Before Action?
Many teams believe certainty comes before action. In reality, action often creates clarity. Some of the most valuable lessons emerge only after we begin. Not because we were fully prepared but because we were willing to learn. How often is…
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The Rules Nobody Wrote Down Are Running Your Workplace
Every workplace has two sets of rules; the official ones, and the real ones nobody wrote down but everyone follows anyway. This video covers why unexamined norms quietly limit teams, the difference between organisational norms and the personal rules you’ve…
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Beginning or End?
Diversity of thought is where it begins, not where it ends. People hear what I do and say, “Ah, so it is diversity of thought.” Close, but not quite. Having different thinkers in the room is the easy part. Plenty…
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WWW part 6
You do not have to overhaul your culture to begin. That framing stops more good leaders than it should. A sensible first move is small and specific. Pick one recurring decision that matters, and change one thing about how the…
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WWW Part 5
Two things tend to be true when an organisation is ready to take diversity of thought seriously, rather than ceremonially. One: someone with authority has felt the cost of its absence personally. A decision that went wrong in a way…
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WWW part 4
“Diversity of thought” has a credibility problem with results-driven leaders, and it earned that. Too often it arrives as a values poster, a workshop, a warm feeling, and no measurable difference once everyone is back at their desks. So let…
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