So much time is spent on "Smile Sheets" when it is possible to track meaningful impact data. When we do track meaningful data we find out interesting features that improve the success of behaviour change - like small group cohorts and 90min training sessions.

When we value expertise over curiosity, we unintentionally stifle the psychological safety required for a team to thrive. If the culture dictates that you must know everything to be respected, it becomes terrifying to say, I haven't done this before or I need help. To build a resilient team, we must flip the script: curiosity is not a sign of a novice; it is the hallmark of a master.

This week I had a conversation with a potential coach in an element of our business. During the call he highlighted concern that I wasn't serious enough because I had back up plans. He saw this as a weakness. There are many reasons I won't be working with him, one was that he failed to recognise the strength I have in knowing I have lots of options. Knowing I have options gives me the freedom to test things out, say brave things, be clear about what I value

In the hushed anticipation of the Sydney Opera House, feedback is the "oxygen of excellence." For a ballet dancer, a choreographer’s immediate, public correction isn’t a wound—it’s the mechanism for mastery. Contrast this with a Tuesday morning handover in an Australian hospital. When a Nursing Unit Manager asks, "Can I give you some feedback?" the reaction is often visceral fear rather than focused attention.