Discover the Latest Blogs

Fahrenheit-182 traces two brushes with death, a 2008 plane crash and a 2021 cancer diagnosis, that finally repaired a decade-long rift. What it reveals about honesty, deferral, and why most of us won't get even one wake-up call.

The words you know shape the thoughts you can think. Vocabulary isn't a social performance - it's a cognitive instrument. The final piece in The Power of Words series makes the case for deliberate vocabulary development as a thinking practice.

"Nice" once meant foolish. "Awful" once meant full of wonder. Words carry buried histories, hidden contradictions, and forgotten assumptions. The second part in a series on words which explores etymology as archaeology - and argues that digging into words sharpens how you think with them.

Words don’t just label reality - they construct it. Drawing on Wittgenstein, Orwell, and Sapir-Whorf, we find that linguistic precision is a cognitive and moral practice, not a stylistic preference. The first in a three-part series.

Vibe coding’s 2026 reckoning exposes a deeper truth: AI lets us produce things we don’t understand. Five durable questions every organisation should ask, from comprehension and accountability to what we deliberately choose never to automate.

Heraclitus said everything flows - but his real insight wasn't about change, it was about the rational pattern beneath it. Are we reading the current or simply being carried by it?

Innovation and iteration are different animals with different logics, and confusing them is quietly expensive. Drawing on Kuhn, Schumpeter and the Dyson story you haven't been told, it’s about where the two cross - and why leaders need both.

Reflection is not rest, not journalling, not mindfulness. It is the confrontational act of testing whether who you think you are matches who your behaviour reveals you to be. Most leaders avoid it. All leaders claim it.

The forgetting curve has been replicated for 140 years. Most schools ignore it - not out of ignorance, but because the system was never designed with memory in mind. That needs to change. Just because content gets covered does not mean that students have learned anything.

We have built institutions that sever connections by design. This is the case for connective thinking as a strategic discipline and whether our organisations are structurally capable of supporting it.

The phone ban debate focuses on behaviour and wellbeing. This piece asks a harder question: in a world where commercial algorithms have replaced editorial judgement, do institutions have any coherent epistemic strategy - or have they simply ceded authority by default?

A family encounter with Florentine gravestones and Pompeii's plaster casts explores the difference between knowing you are mortal and genuinely feeling it and what that shift means for leadership, time and authenticity.

ADHD hypercuriosity navigates Venice perfectly whilst forgetting lunch shopping, accumulates encyclopaedic random knowledge whilst derailing daily tasks. Amanda experiences both intellectual energy and practical chaos. Devil's Bible research stops Dan Brown reading. When does genuine curiosity become sophisticated procrastination wearing intellectual disguise?

We have mistaken legibility for understanding. The quantified self is not a more honest self - it is a more visible one. The data we gather reveals what our instruments can detect, not who we are or how well we lead.

Most organisations don't suffer from a shortage of ideas. They suffer from a trained incapacity to take possibility seriously. This is the case for inhabiting uncertainty as an active strategy, not a temporary inconvenience.

When institutional pressure is relentless and public, education leaders face more than operational strain - they face role capture: the slow erosion of the person inside the job. Understanding that cost is where genuine leadership integrity actually begins.

Linda Hill's Collective Genius argues that innovative leaders don't generate ideas or resolve conflict by calling it. Their job is to create the conditions: productive friction, genuine experimentation, and the patience to hold tension until something better emerges.

Shane Parrish identifies four defaults - emotion, ego, social, inertia - that hijack thinking before reasoning begins. In education and organisational leadership, these defaults compound each other, producing institutions structurally unable to update on evidence. Clear thinking requires interrupting them deliberately and by design.

LinkedIn's 2026 Skills report is widely being read as a call to upskill in AI. It's actually a call for better judgement under uncertainty and almost nobody is responding to that correctly.

Progress on some tasks proves that procrastination patterns can change with effort. Yet other tasks remain midnight scrambles! If systems work for some admin tasks, why hasn't it worked for everything? Selective improvement weakens the neurological "it's my ADHD!" defence.

Tony Robbins promises to end suffering; Buddhism teaches acceptance of it. But both miss something crucial: suffering isn't just inevitable - it's often the exact catalyst that forges growth, capacity, and transformation we couldn't access through comfort alone.