Category: Weird Wisdom
-
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…
-
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…
-
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…
-
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…
-
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…
-
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…
-
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…
-
WWW part 3
If embracing different thinking were simple, every leader would already do it. It is not simple, and the reasons deserve naming without judgement. The first is that friction feels like failure. We are trained to read a frictionless meeting as…
-
The Ideas That Feel Too Weird Are Usually the Ones You Need
Had an idea that felt too out there to say? You probably kept it to yourself and that’s costing you more than you realise. Unconventional ideas get filtered out before they’re even said, because they feel risky. This video covers…
-
WWW part 2
When a leader decides how much dissent a team can hold, they are rarely deciding for themselves alone. That decision travels. It reaches the junior analyst who watches what happens to the person who pushed back, and calibrates accordingly. It…
