VUCA, VUCA Prime or BANI? Why Resilience Has to Come Before the Acronym
Is BANI replacing VUCA? It is the question L&D professionals keep asking, and it is the second question, not the first. VUCA, VUCA Prime and BANI describe the weather; none of them builds the boat. Drawing on Gallup's 2026 data, new meta-analyses on leadership and coaching, and fresh UK research, Russell Harvey makes the case for building and role-modelling resilience first, so the frameworks have something to stand on.
Why Capable Leaders Reach Out for a Coach — And What the Evidence Says About Why It Works
Three separate strands of research — leadership agility, transformational change, and coaching triggers — converge on the same point: capability alone is not enough. Context is where a coach makes the difference.
The Resilience Audit: How to Know Whether Your Organisation Is Getting Stronger or Just Getting Through
Most organisations cannot distinguish between compounding resilience and adequate survival — the two look similar in good conditions and diverge sharply under pressure. This blog introduces the Resilience Audit using the three Resilience Wheel diagnostics as the assessment architecture, explains why all three levels are necessary, and connects the audit to the commercial conversation that makes the investment case before the crisis rather than during it.
Thriving Is a Verb, Not a Destination: What the Research Says About Sustained High Performance
Thriving is not a state to be achieved and maintained — it is a practice to be sustained through deliberate, specific, ongoing engagement with the conditions that produce it, and this synthesis blog draws together the full evidence base across the Learning and Resilience series to make the complete case for what sustained high performance actually requires in a permanently changing world.
The Metamorphosis Cycle: Why Resilient Leaders Never Stop Changing
Resilience is not a destination you arrive at and protect — it is a continuous cycle of unlearning what no longer serves you and learning what will serve you better. This blog introduces the metamorphosis cycle from the research literature, connects it to the Attitude, Meaning and Purpose dimensions of The Resilience Wheel, and reframes "Springing Forward with Learning" as a permanent operating mode rather than a recovery strategy.
Learning to Learn: The Highest Form of Resilience
Triple-loop learning — learning how you learn, not just what you learn — is the most sophisticated resilience-building capability available to leaders and organisations, and this blog explains precisely what it is, how the three Resilience Wheel reflective questions operate at all three learning levels simultaneously, and why consistent engagement with the process compounds resilience over time.
A Lesson Is Not a Lesson Until You Do Something Different
Organisations are systematically better at identifying lessons than implementing them — and research confirms that a lesson has not been learned until it is successfully embedded in changed behaviour. This blog explains why the gap between lesson identification and lesson implementation is structural rather than motivational, and what the specific practices are that actually close it.
The Leadership Capability Nobody Is Talking About: How to Unlearn
Most leadership development focuses entirely on adding new knowledge — and almost never addresses what needs to be let go first. This blog introduces unlearning as the critical, overlooked precondition for genuine behaviour change, connects it directly to the Attitude and Meaning dimensions of The Resilience Wheel, and makes the case that it is the most underinvested capability in leadership development.
The Three Questions That Make Every Experience Developmental
Experience is not developmental by itself — what converts it into resilience is structured reflection, and the three Resilience Wheel reflective questions are the simplest, most consistent and most evidenced structured reflection practice available to senior leaders. This blog gives each question its own in-depth treatment, explains why the precise wording matters, and makes the case for consistency as the variable that produces compounding returns.