Why I wrote Lost, Not Broken I didn't set out to write a book. I set out to survive a Tuesday. Between 2015 and 2020 I lost the version of myself I thought I was. Redundancy. Divorce. Financial collapse. Depression. All while I was, on paper, doing better than ever — Global Director of Talent Acquisition for a FTSE 250 business, a team of 250-odd people across multiple countries, the kind of job title that makes people nod approvingly at dinner parties. Nobody at those dinner

Billions spent. Engagement scores unchanged. And now AI is making it worse. One dead battery can't jump start another.... It's one of the most uncomfortable truths in organisational life. We promote our best performers into leadership roles, load them with responsibility, enrol them on development programmes and then expect them to energise the people around them. But if that leader is disengaged — if their own passion and performance are running on empty — no amount of train

Employee Engagement is always a hot topic in the HR community, especially with the huge shifts in the working environment and great discussions around what is the best approach, home, hybrid or return to office. Over the last few years the economic climate has been challenging for most organisations. As mentioned above, the shift on how we operate and the way we approach business has changed; organisations have looked at how to stay in the race, never mind breaking world rec

Lots of organisations run an engagement survey, receive thousands of data points back, then try and analyse the data to determine the issues and spot trends, is this really Employee Engagement? Don’t get me wrong, surveys are a great way to draw a line in the sand to understand how engaged the business is, but my view is that there are some fundamental issues with surveys. Picture the scene, as an employee you are working away and an email comes through asking you to fill out

Executive summary Most employee engagement approaches operate in three dimensions: the overall business, the division/function, and the team. These layers are useful for spotting patterns, benchmarking, and tracking change over time. But there is an invisible layer that is routinely missed: The Individual. This white paper introduces a practical concept: The 4th Dimension… The Individual. It argues that engagement surveys often extract time, emotion, and honesty from people—t