Why is it helpful and important to measure Human Energetics in the workplace?

We all know the 'feeling' that something is not right in a team, organisation, or an individual. We may see a drop in performance, teams that are disconnected, or our people are not thriving at work; but do we really know what's causing these symptoms?

In our Webinar we unpack why energy is relevant, especially in Leadership and how you can measure it with accuracy.

At the World Economic Forum in Davos, a brief but revealing interaction played out between two sharply contrasting leadership styles. This article is not a commentary on the political or societal philosophies of the individuals involved. Instead, it is an exploration of leadership itself: how power is acquired and exercised, what effects different approaches produce, and, most critically, what codes of character sit at their core.

The Heart Styles Model. A Practical Explanation

The Heart Styles model is a character and culture compass, not a personality test.

It focuses on how people show up under pressure, and why capable individuals and teams often behave in ways that quietly limit performance, trust, and growth.

Human performance does not begin with skills, strategy, or systems.
It begins with human energy.

Human energy is the internal force we generate from within. That energy is channelled into effort and effort ultimately determines performance.

ENERGY → EFFORT → PERFORMANCE

Today's interview is with James Foice. Kate has known James for many years, since working together in the Airline Industry. James has since gone on to lead a global trade association for serviced apartments, and along the way, he’s gathered an extraordinary collection of life lessons about purpose, kindness, and cherishing the people who matter most. What makes today’s conversation especially powerful is that he speaks not only from experience, but from perspective — perspective shaped by knowing that our time is limited, and that how we live each day matters deeply. This is not a conversation about illness or limitation, but about life, strength, and the choices we can all make to live with intention.

When business conditions get tough, even the best leaders can find themselves leaning on control, process and pressure to keep performance up. But here’s the truth — those tactics drain energy faster than they drive results.

What if, instead, you could uplift performance by leading from — and for — energy?

Jens Hofma, former CEO of Pizza Hut Restaurant UK, transformed his organization’s performance by shifting how he led teams through some of the toughest conditions imaginable.

There are a plethora of podcasts out there talking about the implications of AI on the world of work. We have been listening to a lot of them and they often leave us feeling disoriented and overwhelmed.

In our interview with Andrew Gamblen, a digital specialist in the world of Architecture, Engineering and Construction, is a contrasting, balanced and pragmatic conversation we wanted to share with you.

Earlier this week, like many others, I found myself navigating London during the tube strike. The given cause for action? Driver fatigue, linked to challenging roster patterns.

What Therapy Can Teach Us About Organisational Culture

Working in both leadership and culture development and individual therapeutic practice has its advantages.

Each space constantly informs the other — because, ultimately, both are about cultivating a deep and appreciative understanding of what it means to become our best selves in the complex settings of work and life..

The following article seeks to share what we found out about the ‘Conspiratorial Mind’ from our research, the learning allowing us to explore the societal risks faced when conspiracies go unchallenged. We hope this reflection will encourage you to think about the best way to handle this phenomenon.

What does high performance look like, and how do you get there?

Every team aspires to operate at its best, but achieving high performance is often easier said than done.

Narcissism’ is one of the most widely used words of our times, a word offered to describe a pattern of being in relationships which, after a phase of showered promises and enthusiastic love-bombing, becomes defined by the controlling, manipulative, devaluing behaviours of the once so ‘loving’ party on the now rejected other. These relationships are also known for their dramatic and callous end in the form of the signature clinically despatched narcissistic discard. 

Let’s take a moment to reflect: What’s driving your behaviours? Is it fear or pride—or are you letting love and humility take the wheel?

Whether you’re riding high on a crest or paddling through choppy waters, remember: the breaks matter just as much as the waves.