These are the systems I use in client work. Not summaries of them, the systems, with the worked examples and the templates that go with them. You make the decisions, and they assemble into something you can hand to a designer, a writer or a room. All three are being finished now.
Decide what is true. Build it into stories. Deliver it in a room. Most people start at the third and wonder why it will not hold.
Decide what is true. Seventeen lessons that each end in one decision, and they assemble into a strategy document and the briefs your designer and writer can work from.
Build it into stories. Your organisation does not have one story, it has six: Origin, Purpose, Vision, Customer, Product and Impact. Most have built one and wonder why the others are not landing.
Deliver it in a room. You do not write four talks. You build one deep version and cut it for the pitch, the keynote, the conference stage and the speech.
Why the world’s most evidenced causes keep stalling, and where belief breaks. The thesis behind the diagnostic, in full.
Read → Insights and essaysOn the neuroscience of storytelling, climate messaging, nature finance, and why circular materials are an infrastructure problem.
See them → A short toolA few questions about one decision that is not moving, and a hypothesis about where it stops. It sometimes concludes this is not a communications problem.
Run it →Everything above is the method. The Belief Gap Diagnostic is the method applied to one live decision of yours: a deep reading of the deck, the proposal or the board paper behind it, and findings in writing. £4,500 fixed, credited in full if you later build with me.