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PeopleEconomics® is now a book.Twenty-five years of building businesses, leading people, and watching the same patterns ...
03/09/2026

PeopleEconomics® is now a book.

Twenty-five years of building businesses, leading people, and watching the same patterns play out across hundreds of organisations - that's what's inside it. Not theory. A 12-outcome operating system any leader can use.

The central argument is simple and inconvenient: your business isn't underperforming because of your people. It's underperforming because of what your people have been led to believe about themselves and their work.

Available now on Amazon. https://lnkd.in/g5mJYAmU

30/08/2026

We've spent 35 years figuring out what actually makes people perform.
Not perks. Not bonuses. Not another all-hands meeting. Understanding them, making success clear, and building a business they want to give everything to.

PeopleEconomics® is that, in a framework any leader can use. It launches this week.

https://lnkd.in/g5mJYAmU

16/08/2026

We've been sitting on this news for a while, so here it is.

Leah is publishing a book. More details coming soon.

15/08/2026

Ask almost any leader if they're okay with their team making mistakes and they'll say yes.

Then watch their face the next time someone makes one.

13/08/2026

Stop-start recruitment is one of the more expensive habits a growing business can have.

Not just in agency fees and time, but in the quality of who ends up in the role. When urgency drives the process, the bar shifts without anyone deciding to lower it. The person who gets hired is the best available right now, not the best person for the business.

Keeping recruitment running continuously, even quietly, even when nothing needs filling, is what gives you the luxury of actually choosing.

12/08/2026

Every time someone leaves a business, there's a version of the cost that gets calculated: recruitment, onboarding, the time it takes to get someone back up to speed. It's significant, and most leaders underestimate even that part.

But the cost that tends to matter most is the one that doesn't appear on any report. The culture shift. The drop in morale. The relationships that took years to build that simply don't exist anymore. People notice when colleagues leave, and they feel it, and over time that accumulates into something that's much harder to fix than a vacancy.

22/07/2026

There's a version of hiring that's really just a search for someone who doesn't exist - the unicorn problem. The long list of criteria that produces a candidate brief nobody can actually meet.

As Vince puts it: we judge others by their actions and ourselves by our intentions.

20/07/2026

People take their behavioural cues from the environment around them. If the culture tolerates a lack of care, new people coming in will stop caring too... not because they're careless by nature, but because that's the standard they're observing.

What PeopleEconomics® does is make those standards explicit and measurable. Values get translated into specific behaviours, and those behaviours get measured through 360 feedback on a regular cadence. The output shows each person the gap between how they think they're showing up and how they're actually perceived by the people they work with every day.

It's one of the faster ways we've seen to create meaningful change in how a business actually operates.

15/07/2026

One of the questions we hear most from business owners is how to make values real inside an organisation rather than just aspirational. The Values Integration Program inside PeopleEconomics® is built to answer that.

It's a 360 appraisal process - managers, peers, direct reports - where feedback is gathered specifically around how an individual's behaviour aligns with the company values. The result is data that reflects how colleagues actually perceive that alignment, reviewed in a conversation between manager and employee with a developmental focus rather than a judgmental one.

Getting the induction right is part of it. Employees enter the process understanding that the feedback is knowledge they can use, not a performance on trial.

15/07/2026

We've worked with a lot of leaders. The ones who stand out do a few things consistently well.

They're transparent: not selectively, but as a default.
They have honest conversations that go beyond the surface of an issue rather than managing around it.
They put the business's direction and goals on the table clearly enough that everyone understands them, not just the people in the room when strategy gets set.
And feedback flows constantly rather than arriving twice a year in a formal review.

The other thing is that they treat leadership as a two-way relationship. The best ones are as interested in what they can learn from their team as in what they're directing them to do.

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