The GITO Approach

There is a leadership pattern that looks like engagement and functions like control. The leader is present, responsive, and invested in the team's development. Feedback is given on everything. By most visible measures, this is exactly what good leadership is supposed to look like. And yet the team has quietly stopped thinking for itself. The paradox of over-managed talent is well documented in...

The most dangerous period in a high-performer's disengagement is the window before anyone notices it has begun. Organisations tend to watch for the obvious signals - attendance, headline output, formal performance data. The real indicators are quieter: a reduction in initiative, a withdrawal from discretionary projects, a shift in how someone occupies a room. High-performer disengagement is no...

There is a pattern that appears reliably across industries and geographies. Someone impresses every interviewer. References are strong. The offer is accepted. Six months in, the results do not match the promise - and neither the manager nor the new hire quite knows how to say so. The interview process, in most organisations, is optimised for performance in interviews. Not performance in roles. The...

There is a moment in most high-performing careers when something quietly shifts. The person still shows up. They still deliver. But the discretionary effort - the initiative, the ideas nobody asked for, the staying late because the work mattered - that stops. And they can often identify the exact moment it stopped. This is what a broken trust contract looks like. Not a resignation letter. A privat...

Think about the last significant improvement initiative your organisation ran. Not whether it succeeded on its own terms, but whether the problem it was designed to solve has stayed solved. If the answer is yes, you are in an unusual position and I would genuinely like to know what you did. If the answer is no, or more honestly, if the answer is "we haven't checked"; then you are in...