For more than two decades I have been helping people and organisations think differently about leadership, contribution and what it means to flourish at work.

As the founder of Flourishing Introverts, much of my work centres on challenging extraversion bias; the often invisible set of assumptions that can lead us to overvalue visibility, speed and self-promotion whilst overlooking other equally valuable ways of contributing.

The reason I care so deeply about this is simple. I’ve spent years watching capable people underestimate themselves because they believed success required them to become someone else.

I’ve also spent years watching organisations overlook talent they were actively trying to attract, develop and retain. Neither outcome is inevitable.

Throughout my career, whether working in leadership development, organisational change, coaching or facilitation, I have been fascinated by the gap between how organisations say they value people and what their systems, cultures and everyday behaviours actually reward.