Insights on leadership and team development.

After attending an Insights Discovery session on storytelling, I've been thinking about why stories connect with people, what Kurt Vonnegut's story shapes can teach us and how leaders can use storytelling to communicate more effectively.

High-performing teams aren't created by one dramatic intervention. British Cycling's famous marginal gains philosophy shows how small improvements in environment, habits and behaviour can combine to create extraordinary performance.

Carlo Ancelotti is renowned for staying calm under pressure. His approach offers powerful lessons about self-awareness, mindset and adapting your leadership style to get the best from others.

History remembers heroes. Organisations need leaders. The two are not always the same thing, and Homer's Odyssey offers an unexpected lesson for leadership development.

High-performing teams are not just groups of talented people. They communicate clearly, build trust and understand how to navigate difference well.

Resilience isn't about asking people to simply cope better. It's about creating the conditions that help individuals and teams adapt, recover and perform through uncertainty.

England had a generation of world-class footballers and some of their worst tournament results. So what changed under Gareth Southgate? The answer has lessons for every leader, team and organisation.

Too much leadership development begins with programmes. The most effective capability strategies start somewhere else entirely — with the friction slowing the business down.

Technical expertise still matters. But in complex, fast-moving workplaces, emotional intelligence is becoming one of the strongest predictors of effective leadership and collaboration.

One of the most common questions people ask after receiving an Insights Discovery profile is whether their colour energies can change. The answer is more nuanced than a simple yes or no.

A real-world experiment with AI coaching delivered 900 hours of time savings and reached 1,600 managers. Not because it was better — but because it was used. Here's what L&D needs to pay attention to.

Your strengths do not disappear under pressure — they often intensify. Here is how Insights colour energies can show up when stress increases.

Understanding ourselves is an important starting point. Mindset Practice explores how our beliefs, feelings and habits influence whether we operate from Growth or Survival, and how we can become more effective.

A broken foot, a stress fracture, and losing my Poppa to dementia. Running the London Marathon was never just about the race. It was about what it means to keep going when the reasons to stop are very real.

Someone is technically brilliant, delivers consistently, and is recognised as one of the best in their field. So naturally, they get promoted. And that's where things sometimes start to unravel. Here's what Formula 1 can teach us about a common mistake organisations make.

Michael Scott is cringe, chaotic and almost always inappropriate. And yet the Scranton branch consistently performs. What does that tell us about what leadership actually requires?

AI can process information faster than any human. But it cannot replicate the qualities that shape how people work together. The more advanced our tools become, the more valuable human skills become.

Organisations spend billions on leadership training every year. Six months later, very little has changed. This isn't because leadership development is ineffective — it's because most training isn't aligned with how behaviour actually changes.

Inspired by Susan Cain’s Quiet, this article explores why introverts are often underestimated at work — and why reflective thinking is a leadership strength.

Number of workshops. Attendance rates. Feedback scores. These are easy to track. But they don't answer the question that really matters: did anything actually change? Here's how high-impact L&D functions think differently.

Not all leadership development is equal. Not all facilitators are interchangeable. If you're in HR or People Development, here are five things that separate a partner who creates lasting change from one who delivers a good day out.

Most L&D requests start with a proposed solution. The best development partners know that the real challenge is often deeper than the request — and they take time to find out what it actually is.

Culture change is one of the most common leadership ambitions. But when the conversation turns to measurement, things get murky. Here's how to make culture legible — by focusing on behaviour rather than feeling.

Your first day isn't just onboarding. It's often a preview of the culture, leadership style and employee experience you're about to step into.

Poor communication in senior teams rarely looks dramatic. It looks like meetings that feel polite but unresolved, decisions revisited three times, and alignment that sounds good externally but feels fragile internally. And it's expensive.

When Google studied what makes teams effective, the answer surprised many leaders. It wasn't intelligence, seniority or technical skill. It was psychological safety. Here's what that actually means — and why it drives performance.

Psychological safety is built through consistent leadership behaviour. But certain habits can quickly teach people that speaking up is risky.

Gallup research suggests around half of employees who resign do so to get away from their manager, not the role. But it isn't always bad leadership. Often, it's simply difference — and there's more you can do about that than you might think.

AI can summarise reports, draft emails and generate strategies. But there's one leadership skill technology can't develop for you — and in an increasingly automated world, it may be the most valuable advantage you can have.

Your twenties are a great time to run marathons and travel the world. But the skills that shape your career and relationships often get overlooked. Here's why personal development is the most important investment you can make.

For every £1 invested in Insights Discovery, organisations see an average return of £15.52. Here's where that return actually comes from.

A closer look at the four Insights Discovery colour energies — and the practical differences they make in everyday workplace interactions.

MBTI, DISC and Insights Discovery all aim to help teams understand behaviour. But there are real differences in how they work — and which one actually changes how teams communicate day to day.

Matthew, founder of Adapt & Connect, shares the moment his Insights Discovery profile changed how he understood himself — and how it shaped the work he does today.

Choleric, sanguine, phlegmatic and melancholic. The four temperaments have influenced ideas about personality for centuries. But how did an ancient Greek medical theory eventually connect with Jungian psychology and modern tools like Insights Discovery?

If you've ever worked in a team, you'll know this simple truth — people are different. Insights Discovery was designed to help teams understand those differences and use them as a strength.