Not everything valuable needs to be immediately applied. Richard Rohr reminds us that the second half of life calls us to let go rather than accumulate. Donna Haraway asks us to stay in honest relationship with a messy world rather than seek moral purity. And Henri Bergson reframes time itself — not as something we move through, but something we accumulate, like a snowball rolling downhill. Three rich perspectives for leaders who want to think, not just act.

Language isn't a tool for transferring meaning — it's a place we live. Wittgenstein’s Philosophical Investigations offers five radical pictures that reshape how we understand communication: language as an Ancient City, Language Games, Family Resemblance, woven thread, and the Fly Bottle. These ideas reshape how leaders listen, frame problems, and create shared understanding in complex organisations.

There isn’t one kind of decision. Five modes exist: Authority, Consultation, Majority, Consent, Consensus. Leadership skill is choosing the right one. Six dynamics from The Let’s Go Model® shape how decisions actually unfold.

Like any new dad pacing the pavement with a newborn, I fell into a 25 hour youtube hole on Martin Heidegger's 'Being and Time' - one of the most influential (and variously complicated) philosophy books of the last century. This video is what struck me and stuck with me from the 2007 Hubert Dreyfus lecture series. It takes the ideas and applies them to my interest area: leadership - how we face into complexity and get things done with others. In 14 minutes it covers: The key d

Collaboration spans six layers: workplaces, structures, work definition, async, real-time interaction, and capabilities. Real change requires working across multiple layers at once.

Change is not linear. Each phase requires different leadership responses. What helps in one phase can harm in another.

A dispirited organisation has lost its “breath.” Using The Let’s Go Model®, misalignments in belief, structure, involvement, progress, and care explain organisational fatigue and recovery.

Maturity comes from unlearning: the need to be right, liked, flawless, and insightful. Growth comes from accepting imperfection and ambiguity.

Collaboration is not about being nice or involving everyone. It requires courage, clarity, power awareness, and knowing when not to collaborate.

Leadership is not only cognitive or behavioural — it is also emotional and values-based. Wholehearted engagement is essential.

Effective leadership adjusts communication intensity depending on context rather than using a single consistent style.

Paradoxes cannot be solved - only reframed. Holding tension is more useful than forcing resolution.

Readiness is multi-dimensional. PEAK helps identify whether action is supported or what needs to shift before acting.

same. Six meeting types improve clarity and effectiveness. Meetings differ in purpose: Broadcast, Rhythm, Working Session, Exploration, Gathering, Connection. Each requires different design.

Groups succeed when five dynamics are balanced. Imbalance in any one weakens collective action.

Careers are made of threads — skills, experiences, and roles woven over time. Meaning emerges retrospectively, not linearly.

Conflict is part of collaboration. Healthy practice includes commitment, openness, ownership of perspective, and staying future-focused while maintaining relationship.

Power is situational: Narrative, Positional, Knowing, Reputational, Relational. Understanding these increases influence and effectiveness.

Collaboration becomes real through practice: belief, structure, involvement, progress, and care supported by applied tools and interventions.

Silos create structure and identity. The problem is not silos themselves but rigidity. The question is how to create connection between them.