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Before we can improve performance, we first have to understand what is interfering with it.

When you invite people into the process of solving a problem—not just informing them of the solution—they become invested in the outcome.

I was furious. I felt misunderstood. Victimised. I convinced myself the assessor hadn't appreciated the game I'd refereed. Surely he hadn't seen everything I had done well. Surely he'd focused only on the negatives. I spent the rest of the day carrying that frustration.

"For goodness sake... We buy and we sell STUFF. It can't be that hard!"

When people understand how their work contributes to strategic success—and feel capable, supported and empowered to make that contribution—performance becomes more than task completion. It becomes meaningful progress.

Care isn't simply being nice. It is intentional. It is proactive. It is creating an environment where people feel psychologically safe and genuinely supported.

Meetings can drain the momentum of an organisation. Decision making is cumbersome and energy can be drained. How do you fix this?