The steam engine slows to a halt if there’s no coal in the fire

Two weeks after my Agoge DNS and I’m back at the beginning of another Spartan Endurance event – the HH12HR – an event designed to test every facet of your mental, intellectual and physical abilities through the use of mental challenges, non-linear problem solving, morality, as well as teamwork and individual performance under physical duress.

No easy task after the relative disappointment of two weeks before. I’d deliberately let my training be light between the two weeks, partly trusting the conditioning work of the previous few months leading to these events, and partly not feeling up for the challenge.

Some swift words and exploratory conversations with people I trust helped me to define my mantra for this event – “I am strong. I am capable. This is for me”, and I went in focused.

As we began at 6.00pm, these words started to play as we began the PT, containing firemans carries, bear crawls, casualty drags, backwards bear crawls, hill repeats, over and over again for nearly 3 hours.

People started to drop out, leaving their self-made tombstones as a marker of the time they drew a line in the sand for their event.

Packs on (~13kg for men, ~9kg for women), we set off for the first teamworking challenge – relocate 60-80 haybales one mile from their current home to begin making the monument in the middle of the festival area.

Oliver suggests we move the bales in distance shifts, covering 20% of the distance each time with all bales, before starting the next block. Slowly but surely we get everything back.

Next up more PT, mental challenges, punishment for failing the challenges, before our first individual time hack to a rope climb. Miss the deadline, time to mark your tombstone.

Making that time hack comfortably, on to 200+ burpees and the ‘stories’ of the Krypteia, how they like this bit to get a rest, make a bet of a meal on someone to quit, etcetera etcetera.

Next up, the first heavy challenge. 3 telegraph poles. First movement with it, then move it under 50 metres of uphill barbed wire crawl, then PT with the log. Teamwork and communication skills being developed, tested and honed by the group, with the call to move the log being excellently lead by one of the ladies in the team.

After that, time to rehome those logs on top of the monument…nearly 2 miles away! A herculean team effort keeps each log moving, switching, rotating positions to keep arms fresh as possible and spirits up as best as possible.

It’s approximately 4.00am, we’re given a 10 minute break before the next individual time hack – visit the cinder block pull 1-mile away, return with one block, 25 minute time. Miss the time = tombstone time.

Losing nearly half of the group, 26 are left to take on the final block of challenges. And with a good 20 minute break, there’s time to catch some breath and gather thoughts.

First, complete the ninja rings with the packs on. Fail. 30 burpees to the total. Double or quits on the last man, and after a sterling effort, we owe the Krypteia 600 burpees.

Second, as a group, move 8 truck and tractor tyres of various sizes a mile, then send 150 car tyres around the loop (including 20% gradient incline and decline).

Finally, a ‘lifeline’. If we agree to do one hydro-burpee each in the river, only 3 tractor tyres and 4 logs need to return to the monument one mile away, without putting anything down.

The 26 battle through, get the job done, and begin the final challenge – burpees…600 burpees.

First 100 with the pack on, then onwards without the weight of the pack, but the mental weight of the challenge and the nearing pot of gold weighs so much heavier.

150 in and my body starts to feel broken. Form is going, and the Krypteia are noticing…160…this is getting difficult…170…I’m wobbling…where can I get support…there’s no-one near me…180…this is getting ridiculous…190…what am I going to do…

And then, in one swift moment, I decide now is my time. I bend down, pick up my bag and tombstone, and draw my line. I can’t pick up my body any more. I’m broken. Physically and mentally in almost every way possible.

Little did the remaining 24 or I know they would have to finish all 600 before burning their tombstones, and crossing the finish line. But for those 24, the sensation was no doubt incredible.

Upon reflection…

It’s never easy missing a goal or target you set yourself. The feeling wretches at first, then comes the frustration, then comes the reflection, then comes the disappointment, then the learning.

After the events in Skye two weeks prior, I’d set out to prove to myself “I am strong. I am capable. This is for me”, and for 95% of the challenges laid before us, I managed this.

However, this is a tier 1 Spartan event. The crème de la crème of what Spartan have to offer. In my experience, high difficulty events require everything to be in place to achieve the successful outcome.

Physical training has to be tailored to the needs of the event. For this, strength in both ability to lift weight as well as have a strong engine to retain movement are key.

Mentally, it’s about being prepared to manage oneself, one’s energy levels, but crucially recognise that the tasks can’t all be completed individually, and the ability to collaborate, communication and conjugate together in order to efficiently and effectively complete the tasks at hand.

But, this is where I slipped up. I didn’t use the down time after the second time hack effectively. I rested, which yes I needed. However, I didn’t use the time to acknowledge the position I’d reached, and refocus on my goals for the remainder of the event.

I also didn’t feel hungry, so I didn’t eat. In previous endurance events, a sound nutritional plan was key, providing fuel to keep on going. Not eating meant I was running on empty. In short, I’d bonked, I’d hit the wall.

I loved the event. I loved the challenge. I loved the team I was part of. I also loved the acute reminder that in order to succeed in endurance, it’s about the preparation, it’s about the self-awareness, and it’s about retaining the focus on yourself and your condition throughout, no matter the circumstance.



I DNS’d the Agoge and loved it


It’s midnight last Thursday into Friday. I’m lying in my Airbnb, pulse racing from the adrenaline supercharged from the events of the last 24 hours, and the unknown that lied ahead.

The day of travel to the Isle of Skye, Scotland, had finally arrived. With months of training, planning, speculating and connecting with my fellow participants behind me, I set out to Luton airport unsure of what lied ahead.

Tension built throughout the journey. Taxi delays for my travelling companion Marc T, flight delays for unknown reasons from Easyjet and sheep in the road meaning, Mari and Martin W, Marc and I were feeling the pressure to get to the 1700 briefing on time. No show at the briefing meant no participation in the event after all.

#43 was my number perscribed to me on the way into the briefing, where we learnt about the requirements for survival on Skye, were given 10 tartans to remember, and finally, the first pressure point of the whole event – you have 30 minutes to finalise preparation for the test of key skills we had been asked to come ready with; navigate using map and compass, ensure your kit is fully waterproof, tie 4 knots. One chance at each test. Fail and you cannot start the event. No exceptions.

In between a set of 300 burpees, where the dynamics of this group of 81 started to come to the fore, we were called up one by one to navigate.

I passed by the skin of my teeth (read my compass bearing upside down at first).

67…159…284…the burpee count kept on rising.

Next up, the water test. 10 minutes, bags fully submerged in a noticeably cold estuary, no talking. Kit comes out wet, game over. Fortunately, my essential kit stayed dry (we shalln’t mention my spare glasses case or zip lock with first aid kit in).

Finally, with my heart pounding, the knot test. Alpine butterfly…passed. Clove hitch…clove hitch…clove hitch!!! A knot I’ve practiced for 2 months every day…and my mind goes blank when asked to tie a clove hitch onto a caribiner. As Krypteia pulls the rope, I can see the ‘knot’ untangling uncomfortably, and in the 2 seconds that felt like a lifetime, my Agoge dream was apparently over.

Months of planning, a high level of investment in time and money, and in that moment all of it had seemingly gone.

Emotions across the group were riding high. Now-lifelong friends who’ve passed are rocked, those friends who haven’t clueless as to what lies ahead.

Then, Joe De Sena, Spartan CEO, offers us something. Having accepted our fate, the fate that we would not be part of the Agoge, would we step out at 4.00am on an unknown journey with the legendary Johnny Waite, and see what the future holds?

So I’m lying in my bed, I’ve spoken to my wife (who’s words and encouragement drove me on) and my mum (men still need a virtual hug sometimes) faced with a 3.15am alarm call and the unknown that lies ahead.

The Unknown

The next two-and-a-half days were incredible, and I can only try to put into words an experience I could never have invested enough in to get so much out of.

One goal – arrive at the Talisker distillery to see the Agoge’s finish. One direction from Johnny – you guys and girls are in charge. You set our destiny.

21 started this unknown path, in the pouring rain, equipped only with the packs and the equipment we had on us. After the first hike along part of the Skye trail, we were 8…the 8 who for their own reasons, became fixed on getting to that finish line.

What followed were adventures across the island, into ourselves and our dynamic as a team.

Day 1 included a 2.5 hour hike down what we thought was the right path. Upon reaching fast-flowing rivers and no clear trail, we turned around, unflustered and set on a hearty meal at a local pub. A night on the side of river, wrapped in sleeping bags, bivvys and a tarpaulin between two bridges and cascading waterfalls was never on the cards at 4.00am that day.

Day 2 and we set our sights on the Faery Pools. 1.5 hours up the ‘right’ path, only to find we 2km off course. The choice to disconnect or connect was an easy one for Team Anoge, we pulled together, assessed the options, and using our collective skills plotted a course safely to the path we needed to be on.

A dunk in the Faery Pools, more belly laughs than is humanly possible in a weekend, a collective underwear-drying session on the side of busy Skye road later, and we set out to find camp for a night, just outside of the distillery.

Target one, a forest. Arrive. No-go. A bog. Midges. Onto plan B. Alex scales a peak…”awesome guys…get up here”. A flat, round, dry base that was once the lookout tower for the estuary was the perfect home to build fire, set shelter, and continue the bonding that had taken place over the last 2 days.

The Learning

Upon arriving at the finish line to see those that had survived the grueling Agoge itself, we were seen as epitomising the values the Agoge looks to instill as much as them.

The Agoge is one of the toughest challenges on this planet. You are broken down, you are faced with adversity, you are faced with the goal posts constantly being moved, and somehow, you have to find a way to stay focused on your goal.

My goal for the whole event had been to test myself under the most extreme of challenges. To open me up to what I fear, and to see if I could remain strong, remain focused, and crucially learn.

I had focused my whole year on this event, and with my apparent failure I was faced with the choice of stepping into the unknown.

Without that moment, I would not have been placed into a situation where I and others would have to work with what we had in the moment. I would not have been given time to learn about others, to learn to trust others with who I am, and to build bonds that will last a lifetime.

For this, I will always be grateful.




Bypassing the drama to OCRWC success

Credit: Joshua Earle

Picture the scene…

It’s autumn 2016, the leaves are turning, the sun still shines occasionally and the mud is becoming that little bit stickier as the rains soften up the areas that weren’t boggy.

You’ve completed a few OCRs, you have the ‘kisses’, scrapes and medals to prove it and one October weekend you see posts on social media about the awesome time the worlds’ best, your friends and your teammates are having in the Blue Mountains, Canada at the OCR World Championships (OCRWC).

You decide there and then you’re going to be there in 2017, and begin planning your route to get there – Which events are qualifiers? Am I capable of qualifying? How will I need to train to make it? Can I convince the other half to make it a family trip ‘that we’ll all enjoy’?

Sounds like a familiar train of thought, right?

With the 2017 OCRWCs just around the corner that moment you’ve been training for is within sight, and with it comes a growing sense of nervousness, excitement, anxiety and tension that ultimately could lead to you limiting your own ability to perform to the level you are capable of, on one of the biggest stages OCR has to offer.


Uncertainty from the unknown

Credit: Tim Swaan

Those feelings, the one’s that sometimes keep you up at night and almost certainly do the night before a race, are often rooted in the uncertainty brought on by the unknown.

As children, the unknown never fazed us. We would happily climb any tower, traverse ropes over muddy holes and generally take on any adventure laid before us with an unbound enthusiasm.

As we grow, our conscious takes in the information from the world around us, programming the sights, sounds and emotions we experience into our subconscious. Current neuroscience suggests these programmes can be stored as autobiographical memories (one highly memorable experience like the time you lost your favourite toy) or episodic memories (repeated experiences like the process for tying your shoe laces).

As adults, our brains seek to find comfort in these memories, moving towards repeating the memories we enjoy, both episodic and autobiographical, and avoiding repeat of the ones that can cause us psychological, physical or emotional distress.

The challenge the unknown brings is that our brains rapidly start to sift through our memories trying to find comfort in what lies ahead, seeking out what we know. But this instantly gets skewed because we feel there is uncertainty in the experience because we know it is new. This cycle of known è unknown è certainty è uncertainty keeps repeating until the start line, escalating and building in perceived tension until the start gun fires. If not worked with appropriately, this tension can limit your ability to perform as well as your training has prepared you for.

What follows are a few simple things to put into practice to help minimise that tension in the build up to the race, and use the butterflies you will get positively to achieve more.


Control the controllable 

Credit: Ahmed Saffu

Within the cycle, there are two controllables (known, certainty) and two uncontrollable (unknown, uncertainty) and you always have a choice as to which you dedicate your conscious thoughts towards.

By choosing to concentrate on the controllables, and repeatedly doing this in the build up to the race, you will give yourself less time to consider the uncontrollables and feel the negative effects of them.

Now, you might be thinking ‘there’s so much stuff I don’t know when I get there; the course map, the obstacles, the registration tent, the supermarket with the meals I need, my hotel room’ and yes they initially they may be unknowns.

However, you have a chance to learn about these things, and if you approach that positively with the confidence you will make them ‘knowns’ before the race, you will be controlling what you can control.

For example, before you leave home take a look at a map of the Blue Mountain resort, find the square, find your accommodation, locate the supermarket. When you then receive the event map, you can contextualise that information with what you already know.

The same applies with the obstacles. OCRWC use obstacles from across the world to make an exciting and challenging event. For the one’s you’ve seen before, think through your strategy and technique for crossing each one with optimal efficiency, and take an inner confidence from the fact you can conquer it when you apply the right techniques.

If an obstacle is unknown to you, use your downtime to get researching across Facebook and YouTube. There’s a very good chance there will be videos of people tackling the obstacles at their home race, and maybe even ‘how to conquer’ videos published by the RDs. Talk with your fellow racers, call your coach back home, discuss what you’re thinking and work out a way to control how you are going to approach that obstacle when you come to it in the race.

In short, if you recognise tension building, consider what your unknown is, ask yourself what do I need to learn to make it a known and enjoy that learning.


Focus on the inputs

Credit: Ethan Hoover

One easy trap a lot of athletes fall into before a big race is they concentrate on the result they want to achieve, and lose sight of what it’s going to take to get there. This happens more when there is tension building, especially for big events.

This is often a result of our brains trying to find psychological safety by anchoring onto a tangible number to work towards.

It’s great to have goals, and achieving a certain time or position may be your goal as it spurs you on to train hard and keep going.

However, to truly unlock your potential and get yourself into ‘the Zone’, you need to focus on your inputs, articulating your goals as forward-looking statements rather than things you will achieve.

For example, instead of saying “I am going to finish in the Top 50 of my age category”, rephrasing to “I am going to run consistently at 80-90% of my top speed for the first two-thirds of the race, then leave everything on the course for the final third” is going to give you a strong input to focus on, which may lead to achieving the position you desire.

Another example would be around the phrase “I am going to keep my band.” Instead, make the agreement with yourself “to be fully composed before and through every obstacle I face.” followed by specific statements around what actions you will take to complete each and every obstacle.

Thinking about what you are going to put in rather than what you want to get out will always set you up for success.


Remember your Why

Credit: Pineapple Supply Co.

This one may seem like a simple one, but the simplest concepts are often the most powerful.

It can be easy to get caught up in the process of achieving the goals you set yourself and executing the training plan relentlessly to get there. You will make sacrifices. You may conflict with those you are close. You may get injured and work twice as hard to get back to the strength you previously had.

All of which can limit your ability to perform because they are compromises you have had to make to get to where you think you want to be.

Having clarity in your True Why well before you race can help you frame those compromises positively and take the pressure off yourself.

It has to be your True Why though. Achieving a medal is not a True Why. It is a representation of your True Why. Your True Why could be achieving something that you didn’t think you could do. It could be you’ve had a life-threatening condition and achieving the medal proves to yourself that anything is possible.

Thinking about what racing gives you, the reasons you got into it in the first place, and crucially the identity you want to have for participating all can help you gain clarity in your True Why, which can contextualise all the positive and negative emotions you experience around the race.

To find your True Why, find a quiet space for 15 minutes with a pen and paper and answer this question – ‘Why do I do what I do?’. Note the thoughts you have down honestly, respectfully, and with positive intent, and at the end of the 15 minutes, finish the sentence “My true why is…”

All the best in Canada.



Do the roots of happiness differ between the Generations?

In the week of the United Nations International Day of Happiness, and Norway becoming the ‘happiest place on Earth’, it got me pondering about whether the roots of happiness differ fundamentally between Generation X, Millennials and Generation Z.

The title ‘happiest place on Earth’ comes from research carried out by the Sustainable Development Solutions Network, which publishes the World Happiness Report and uses perspectives on economic strength (measured in GDP per capita), freedom of choice, life expectancy, social support, generosity and perceived corruption to assess the level of happiness in each country.

The data suggests that happiness is not purely down to the level of economic stability and strength a country has. These seem to be the foundations upon which a country’s happiness can be built. However once these are broadly established to an acceptable standard by society, the differences in mental and physical health as well as the strength of personal relationships that can be established in a country become the differentiating factors.

So are there differences between what makes Generation X, Millennials and Generation Z happy?

It’s really difficult to say, because what makes one person happy may be completely different to the things that make the person standing next to them happy, irrespective of the generation they are from.

However, if we consider some of the component factors that people of found happiness from, we may be able to consider some perspectives on the Multi-Generational aspect to the question.


It could be argued happiness can be associated with the sense of fun one has in their lives. Sources of fun have evolved over the years, with fun activities evolving from pick-up-sticks and dominoes, through kerbie and kerplunk, to Battlefield 4 and pulling faces with the latest Snapchat filters.

But as Lamm and Meeks (2009) found, each generational cohort responds differently to fun in the workplace. Their research showed Millennials showing a stronger association between workplace fun and individual outcomes than Generation X.

This difference was attributed to variability in the upbringings of each Generation, with Generation X being wary of giving too much of themselves to the corporation having seen the axe fall during economic downturns, and Millennials being open to fun collective environments that mirror the worlds’ in which they grew up in.


Another aspect could be how much fun elicits trust between team members.

Han et al (2016) highlight that enhanced team performance can be achieved by introducing workplace fun, as the participation by all increases levels of trust and group cohesion that in-turn reduces intra-team conflict and increases inter-personal citizenship behaviours, irrespective of the generation of the team members.


Finally, financial drivers can be seen to be different between the Generations, with Generation X reportedly appreciating the value of goods more than Millennials and Generation Z due to them experiencing the increases in cost of good throughout their lifetime.


However, if we look at people’s values, and crucially their tolerance towards other people’s values, we may find a foundation of understanding that enables us to move away from the generational labels of happiness towards what makes each individual happy.

It has been observed that our values (and associated beliefs) arise from those we trust growing up, with us either deciding to align to those values passed down to us or rebelling against them and holding a different set of values to be true.

Each Generation has had its own challenges, such as economic uncertainty, political instability and change, the integration of technology into our lives as well as environmental and societal disasters, and the response to each event by each generation has led to the values that are held to be true.

But at an individual level those responses will be largely or subtly different, and it is our ability to be curious to explore the story behind another individual does what they do that can lead to us connecting with the values an individual holds true, and ultimately what makes someone happy.

Therefore for now, my ponderings lead me to suggest that there are not differences between what makes Generation X, Millennials and Generation Z happy. It is more there are differences between what makes individuals happy, regardless of Generation, and a positive, curious exploration into the values that individual has can enable us to see what genuinely brings a smile to someone’s face, wherever they may be.




Ispire Motivational Coaching | 3 Generations - Multiple Values - Infinite Possibilities

3 Generations – Multiple Values – Infinite Possibilities

For some years now, the topic of Generation X, Generation Y and now Generation Z and the relationships between each cohort has been ever-present in conversations at the water fountains, in boardrooms and smoothie bars of organisations around the world.

These three groups now make up the majority of the working population, occupying positions from the top to the bottom of organisations that offer us the opportunity to be part of multigenerational teams where we can apply our knowledge, collaborate to solve problems and ultimately give ourselves a standard of living that we can hopefully enjoy or strive towards achieving.

But the conversations are interesting ones, often focusing on the perceptions, judgments and biases of one Generation’s experiences over another and why one Generation needs to change in order to satisfy the wants, needs and beliefs of those they work with. This usually leads to disagreements and conflict, suppression of ideas and internal conflicts that can limit the ability of a team to perform to its highest potential.

Some argue that societies are defined by inequalities that produce conflict and the disadvantaged have interests that run counter to those of the status quo, which when assumed forces social change that is then seen as the norm (Sears, 2005). Others just call it as they see it, saying they are misunderstood, misheard and mistreated by the others they work with.

Observers have noted varying behaviour patterns for each Generation, which can point towards some of the differences experienced within teams.

Generational characteristics

Generation X have been broadly characterised as being skeptical, resourceful, independent and straightforward, seeking flexibility and work-life balance from the organisations they work for (Abrams and Von Frank, 2013).

Generation Y (Millennials) on the other hand are known to be tech savvy, collaborative and versatile, seeking fast rewards, instant feedback and are confident in their own capabilities within the work place (Abrams and Von Frank, 2013).

And now coming into the workplace are Generation Z, or as some have labelled them Plurals, a cynical, private, multi-tasking group of hyper-aware and technology-reliant individuals who value honesty and privacy; they are so familiar with receiving stimuli from every direction possible that they think and act with a complexity that is incomprehensible to some (Elmore, 2015).

In team situations, these behaviours can be the cause of deep frustration for some.

A scenario that might seem familiar

Consider for a moment a regular team meeting that everyone has been asked to attend. A Generation X team member remembers the principles passed down to them about the importance of presence and physical interaction at meetings, and arrives ready for the meeting having researched and prepared for the meeting days in advance.

A Generation Y member has taken some time to consider the agenda beforehand, but, safe in the knowledge they have technology at hand, they can source the answers to the questions being asked in that meeting.

Finally the Generation Z member strolls in with a clear confidence that the meeting will get an outcome that everyone is happy with. However, they question why the physical meeting was needed in the first place, as the solutions could have been found and agreed over Slack weeks ago, along with solutions to 5 other projects.

X gets frustrated at Y because they are constantly looking at their computer screen and Z because they’re huffing like the meeting is a waste of time. Y also gets frustrated at Z for disrespecting the fact everyone is physically together and X for not understanding why they are using their device. And Z can’t understand why X and Y are frustrated and gets frustrated with the apparent negativity to the creative solutions they are proposing from X because ‘it’s not the way we’ve done it before’.

So what might be driving these behaviours?

Beliefs and where we learn them

Bateson (1981) argued in his Logical Levels model that we have at our core our identity and the beliefs we hold true. These underpin the skills and capabilities that we use in our interactions with the world, and the behaviours we demonstrate.

Alongside this, current estimates from neuroscience suggest that approximately 6% of behaviour is transferred genetically, which would imply around 94% of human behaviour is learned from the environment around us, and our experiences within it.

So in the absence of experience, where do our beliefs, these generalisations that we hold close and true to defining who we are, come from?

Beliefs are installed when we have rapport with an individual, we unconsciously see them as an authority and we do not critically analyse the information they present us with. Our unconscious brains accept that information as ‘fact’, irrespective of whether it is true or not, and work to maintain balance to those facts unless challenged at a very deep level.

In reality, when we are faced with a new experience, be it at home when we are growing up, in school or in the workplace, we are open to hearing and accepting the beliefs of how we should behave and what is ‘right’ and ‘wrong’. We generally have rapport with the more experienced people who guide us in those moments (parents, teachers, managers), we respect their authority and initially have little or no rationale for critically analysing the ‘facts’ we are told.

But this is where the conflict and subsequent frustrations in interpretations of behaviour can occur.

If we take the earlier scenario for example, the Generation X team member has had years to learn the importance of preparation, potentially having been unprepared for a meeting once that led to negative performance review. Therefore, they believe that anyone should prepare for a meeting to make sure of a positive outcome.

Gen Y has grown through the emergence of technology in the workplace and believes working in a more real-time fashion manages their time more effectively before the meeting. But they also respect the lesson they learnt from their first manager, who being from Gen X instilled the belief that presence at meetings is one of the fundamentals of collaboration.

And finally, you have Gen Z, who was given permission to explore the capabilities of technology with little negative challenge at home and in school, across multiple subject areas. Coupled with their belief that anything is possible, they hold this approach to life to be true, and having little experience of other approaches they behave in a way that demonstrates that belief.

When these differing beliefs are brought into the team environment, teams limit their potential to perform if time is not spent learning about what each team member values and believes.

Listen, embrace, learn and grow

With an increasingly complex work environment, one with multiple objectives, roles and responsibilities, it can seem difficult to find the time to appreciate each other, and what strengths each team member brings to the table.

However, by dedicating regular time to listen to what other people believe to be true, what they value in the world and where those ‘truths’ originate from, teams can start to positively understand why people behave in the way that they do.

If the information learnt is embraced from a position of curiousity – one that seeks to embrace the individual’s intentions that are often good at their heart – then team members can learn about each other’s values and why they do what they do.

And with this approach onboard, teams can learn to bridge the perceived gaps between them and build bonds that will enable them to achieve collective success now and into the future, irrespective of the generation each team member is from.





Abrams, J.B. and Von Frank, V. (2013) The Multigenerational workplace: Communicate, collaborate, and create community. United States: Corwin Publishers.

Bateson, G. (1981) Steps to an ecology of mind; collected essays in anthropology, psychiatry, evolution, and epistemology. 10th edn. New York: Ballantine Books, 1972.

Elmore, T. (2015) Growing leaders Available at: (Accessed: 7 February 2017).

Sears, A. (2005) A good book, in theory: A guide to theoretical thinking. Peterborough, Ont.: University of Toronto Press.


Turning 30, Ronaldo vs. Messi and so much more…

Graham recently sat down for the Dimlightenment podcast to explore a variety of subjects affecting Millennials in today’s business and sporting world.

‘Turning 30’, ‘Spartan racing’, ‘the Drama Triangle‘, ‘Carl Jung’, ‘Ronaldo vs Messi’, ‘Doping in Sport’ and much more are discussed.

We hope you enjoy hearing the insights.