Rob Lambert
Thinking about the gap between action and knowing - Meeting Notes
Why most organisations have feedback — they just have it too late
Most organisations have feedback. They just have it too late. By the time the quarterly review arrives, six months of small signals have compounded into one large, expensive surprise — and the window for response has already closed.
Why Communication Is the Most Important System in Your Organisation
Most organisational problems don’t start with strategy or process — they start with misunderstanding. This piece explores why communication is the wiring that connects ideas to value.
Stop Debating, Start Testing
Ten executives. Six meetings. A thousand-pound broadband decision. An essay on why debate, at every altitude of the business, is cost — and why small tests are the fastest way to move any idea, in any function, toward any kind of value.
Remaining Relevant in a Changing Job Market
At a conference, a senior engineer told me he couldn't find a good job. Twenty minutes later, a hiring manager told me she couldn't find good people. They were both right, and they were describing the same problem from opposite sides.
Why You Shouldn't Compare Teams Using Metrics
In the right hands, a team's metrics are a mirror. In the wrong hands, the same numbers become a lever. An essay on why team-level metrics should never be used to compare teams — and what actually goes wrong when leaders reach down for the numbers.