AI is making individuals extraordinarily capable. But when you remove the need for collaboration, you also remove the collaboration itself—and all the thinking it was quietly doing.

Every senior leader knows the feeling. Two teams; or three, or four; that are supposed to work together but don't. Meetings that go in circles. Decisions that don't stick. People who are talented individually but somehow collectively stuck. And underneath it all, a low-level friction that everyone's learned to live with because nobody quite knows how to fix it.

There's a version of a workshop that everyone's been to. Post-its on a wall, a lot of nodding, an action plan document that nobody looks at a week later. And then there's the other kind; the kind where something actually shifts, where people walk out relating to each other and to the problem differently than when they walked in. The difference between those two things is craft.

The job market wants you to pick a lane. Specialise. Niche down until you're the obvious choice for one specific thing. But what if your actual value comes from not being fully inside any one world?

Some thoughts about what a zigzag career taught me; and why fresh eyes aren't a liability. They're the point.

Lately, I’ve been reflecting on what makes workshops so special. There’s one moment in particular that stands out to me, a moment I love more than any other—I call it the point of creative cohesion.

In today's fast-paced and ever-evolving world, effective problem-solving skills are more critical than ever. But how do you get a team to level up their skills in this area?