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Our Approach

Our Approach

“If you can’t explain it simply, you don’t understand it well enough” Einstein

While we weave curiosity into everything we do, it’s our explanations that we’re most proud of. We use our curiosity to inspire and energise us as we wade through complexity to find the simplicity on the other side. Our audiences love the way we make complex ideas straightforward and straightforward ideas profound.


More than descriptions, definitions or examples we craft explanations that make sense to everyone, improving engagement and buy-in.  Consummate storytellers, we use metaphor, analogy and activities to help make ideas more concrete.  A key part of most of our programs is Explaining Explanations- teaching influencers how to get your message across in a way that engages and makes people care.


Perhaps, rather than resistant audiences, the feedback is we aren’t explaining ourselves well enough?

Our philosophical approach to learning and development is based upon 3 pillars


Arousing Awareness

A great synonym for aware is awake. When people are awake, they tend to notice more, they hear, see, smell and feel things that other people may be sleeping through. 


Developing self-awareness (intra-personal intelligence) is one of the foundations of EQ and a core part of all our professional and personal development work.


Cultivating Curiosity

Like solar, wind or geothermal power, curiosity is an inexhaustible energy source that can provide the key to unlocking your people’s potential—your organisation’s intellectual capital.


Cultivating Curiosity can improve intelligence


Curiosity drives engagement which then powers exploration and discovery, creativity, problem-solving, learning and an entrepreneurial spirit. 


Energising Engagement

When we study surveys of “Best Employer Organisations”, where people happily volunteer their Discretionary Effort, we find much higher levels of engagement. Engaged employees take pride in their work, initiate action and own the results.


Curiously most conversations about engagement tend to focus on what leaders can do to arouse it in others.  Engagement surveys measure things like quality of leadership, opportunities for advancement etc. which are all useful but fail to appreciate the much deeper, more sustainable, internal source of engagement.


When people are curious, they are engaged! Arguably one of the best measures of engagement is when people are asking questions, especially uncomfortable ones.

 “If I had an hour to solve a problem and my life depended on the solution, I would spend the first 55 minutes determining the proper question to ask, for once I know the proper question, I could solve the problem in less than five minutes.”  - Albert Einstein

Engagement Process

"Pay attention to those employees who respectfully ask why. They are demonstrating an interest in their jobs and exhibiting a curiosity that could eventually translate into leadership ability"

Harvey Mackay

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