25 Working Genius Tactics for Onboarding New Employees

 Most new employees leave within the first year because they never figured out where they actually fit.

You hired them for their resume. You onboarded them with a handbook and a desk tour. Three months later they are sitting in meetings wondering why nothing they do feels like it matters. The problem is not the person. The problem is that your onboarding process treats everyone the same, when the work itself demands six very different types of contribution. Working Genius gives you a way to match people to work from day one, not six months in.

Patrick Lencioni created the Working Genius model to explain why certain types of work energise us while others drain us, even when we are good at both. The model names six types of work: Wonder, Invention, Discernment, Galvanising, Enablement, and Tenacity. Everyone has two areas of genius, two areas of competence, and two areas of frustration. Most onboarding ignores this completely. For a deeper overview of how the model works across teams, see the Working Genius implementation guide.

I put together this list of 25 practical ways to use Working Genius when bringing new people into your organisation, so they spend less time confused and more time contributing.

ASSESSMENT AND DIAGNOSIS

Before a new employee walks in the door, you need to understand their natural wiring and the work you are about to hand them. These first tactics give you the diagnostic clarity most organisations skip entirely.

1. Assess before day one

Send the Working Genius assessment before the new employee starts. You want the results in hand on their first morning, not three weeks in when they are already wondering why every task feels like swimming uphill. Early diagnosis prevents misalignment before it calculates as regret.

Timing	What You Gain
Pre-employment	You can design their first week around their actual genius areas
Week one	You catch misalignment early but lose momentum
Month two	Damage is already done, now you are repairing not building

Critical mistake to avoid: Do not wait until onboarding to assess. By then the new hire is already performing a version of the role that might be fundamentally misaligned with how they are wired.

The assessment itself takes 10 minutes. The clarity it produces shapes the next 90 days. Make it part of the pre-start paperwork, right alongside the tax declaration and the signed offer letter.

2. Map the role to the six types of work

Break the role itself into the six categories before the person arrives. What percentage of their week will demand Wonder? How much Tenacity does the job actually require? If you hired someone with Genius in Wonder and Invention but the role is 60 percent Tenacity, you have a structural problem no amount of onboarding will fix.

• List every recurring task the role requires

• Assign each task to one of the six Working Genius types

• Calculate the rough time distribution across the six areas

• Compare that distribution to the new hire’s genius and frustration zones

Most roles are never mapped this way. You write a position description based on outputs, not on the type of work required to produce those outputs. The new employee shows up expecting one thing and gets handed six months of work that drains them. Mapping the role in advance tells you whether you have a fit problem before the person is sitting at a desk wondering why they already hate Mondays.

What most people do: Assume the role is whatever the position description says it is, then wonder six months later why the hire is not working out.

What actually works: Audit the role through the Working Genius lens first, then hire and onboard for the work the role genuinely demands.

If the role skews heavily toward Tenacity and Enablement, do not hire someone whose genius is Wonder and Discernment and then expect onboarding to bridge the gap. It will not. Onboarding clarifies fit, it does not manufacture it.

3. Share the results with their direct manager immediately

The new employee’s Working Genius results belong in the hands of their manager before their first day, not filed in HR. The manager is the person who will assign the first projects, run the first one-on-ones, and either accelerate or kill the new hire’s momentum in the first month.

The manager needs to know three things immediately: where the new person is wired to thrive, where they will need support, and where they will quietly suffer if you keep assigning that type of work. Without this, the manager defaults to assigning work the way they always have, which is often a mirror of their own genius rather than the new hire’s.

I have watched talented new hires drain energy in their first 60 days because their manager kept handing them Galvanising work when their genius was Discernment and Tenacity. The manager thought they were giving them visibility and opportunity. The new hire thought they were failing at something that should be easy. Both were wrong. The work itself was the mismatch.

Quick win: Create a one-page summary of the new hire’s results, translate it into plain language about what they will love and what will drain them, and hand it to the manager in the week before the start date.

Full build: Run a 30-minute session with the manager to walk through the results, map upcoming work to the six types, and plan the first two weeks of assignments deliberately.

Managers who understand Working Genius before the new hire arrives onboard faster, assign smarter, and lose fewer people in the first year. Managers who treat it as a nice-to-know HR exercise wonder why onboarding never sticks.

4. Compare the new hire’s profile to the rest of the team

Pull the Working Genius profiles for the whole team and lay them side by side. Look for gaps. If your entire team is heavy on Invention and Discernment but light on Enablement and Tenacity, the new hire is walking into an organisation that generates ideas faster than it executes them. If they arrive with genius in Wonder and Invention, they will amplify the problem. If they arrive with genius in Enablement and Tenacity, they might be the piece that makes the whole machine finally work.

What you are looking for:

Duplication — Do you now have three people whose genius is Wonder and Invention, all competing for the same type of contribution?

Gaps filled — Does this person bring a type of genius the team has been missing, and does everyone know that is why they are here?

Frustration overlap — Is there a type of work that the entire team, including the new hire, finds draining? If so, who is going to do it, and how will you protect the new person from burning out on it in month two?

Team composition is not about balance for the sake of balance. It is about making sure the work the team is actually trying to do has people wired to do it. A new hire who fills a gap everyone has been feeling will onboard faster because the team already knows why they need them. A new hire who duplicates an already saturated genius area will spend six months trying to find a lane.

5. Build a 90-day work plan based on their genius zones

Most onboarding plans are chronological. Week one, complete compliance training. Week two, shadow three people. Week three, take on your first project. This approach treats onboarding as a checklist, not as a designed experience that builds confidence through aligned contribution.

A Working Genius-based 90-day plan is sequenced differently. You frontload the work the new hire is wired to do well, so they experience early wins in their genius areas. You introduce competency work in small doses, paired with support. You delay or delegate frustration work until they have built enough relational capital and psychological safety to name when something is draining them.

• Identify three high-value projects in the first 90 days that map directly to their genius areas

• Assign them meaningful work in their genius zones by week two, not week eight

• Pair competency tasks with a buddy or a clear process so they are supported, not stranded

• Audit any frustration-zone work and either remove it, automate it, or assign it elsewhere

• Check in at day 30, day 60, and day 90 to adjust the plan based on what is actually energising or draining them

The new hire who spends their first 60 days doing work they are good at but not wired for will be polite, competent, and quietly job-hunting by month four. The new hire who spends their first 60 days contributing in their genius zones will feel like they made the right choice and will tell other talented people to apply.

FIRST-WEEK ONBOARDING

The first week is not about paperwork and policy. It is about giving the new hire a clear picture of how they will contribute and why the work will suit them. These tactics turn the first week into a launchpad, not a waiting room.

6. Run a one-on-one Working Genius debrief on day two

Do not wait until week three to talk about the assessment results. Schedule a one-on-one with the new hire on day two. Walk them through their results. Explain what each of the six types means in the context of your organisation. Ask them whether the results feel accurate. Most people nod immediately because the model names something they have felt but never had language for.

The debrief should answer three questions for the new hire. Where will I thrive here? Where will I need help? Where should I speak up if I am being drained? If they leave that conversation without answers to those three questions, the debrief was too theoretical.

What to cover in the debrief: their two genius areas and what that looks like in practice here, their two frustration areas and how the team will handle that work, their two competency areas and where they might stretch without burning out, and examples of recent projects that would have been a great fit for their wiring.

This is also the moment to normalise naming frustration. Tell them directly that if they are assigned work in their frustration zones for more than a day or two, they should say something. Most new hires will not. They think admitting something is hard means they are not good enough. Working Genius reframes it. It is not that you are not good enough. It is that the work itself is misaligned with how you are wired.

7. Introduce them to the team through the Working Genius lens

Run a team meeting in the first week where the new hire shares their Working Genius results and the rest of the team briefly recaps theirs. This does two things. It gives the new person a map of who to go to for what type of help. And it signals to the whole team where the new hire is going to shine, so people know how to collaborate with them from the start.

• Have each person share their two genius areas in one sentence

• Have the new hire do the same, then explain what that means for how they work best

• Create a visual team map showing everyone’s genius areas on a shared document

• Encourage people to reference it when assigning work or forming project teams

The new hire who understands the whole team’s wiring in week one will collaborate faster, ask better questions, and avoid the mistake of assuming everyone works the way they do. The team who knows the new hire’s wiring will stop assigning them work that drains them and start leveraging what they are actually built for.

Quick win: A 15-minute team standup where everyone names their genius and the new hire does the same.

Full build: A 60-minute Working Genius workshop in the new hire’s first week, where you map current projects to the team’s collective genius and spot the gaps.

Teams that normalise talking about Working Genius from day one treat it as a working language, not a one-time exercise. The new hire learns fast that this is how decisions get made here, how work gets assigned, and how people ask for help without apology.

8. Assign a genius-zone project by day three

Most onboarding delays real contribution until week four or five. The new hire spends the first month in training sessions, reading documentation, and watching other people work. By the time they are finally given something meaningful to do, they have already formed an opinion about whether this job will be engaging or numbing.

Flip that sequence. Give them a real project in their genius zone by day three. Not a test project. Not a fake project. A project that matters, that uses their natural wiring, and that produces something the team actually needs.

If their genius is Wonder and Invention: Ask them to observe a current process and suggest three ways it could be better.

If their genius is Discernment and Galvanising: Have them audit a recent decision the team made, spot the risks, and present a recommendation in the next team meeting.

If their genius is Enablement and Tenacity: Assign them a project that is stuck in execution and ask them to move it across the line in the first two weeks.

The new hire who contributes something valuable in their first week will feel like they made the right decision. The new hire who spends three weeks passively absorbing information will start wondering whether they were oversold on the role.

9. Pair them with someone who has complementary genius

Onboarding buddies are standard practice. Most organisations pair new hires with someone who has been there a long time and knows the systems. That is useful for learning where the printer is. It is less useful for learning how to contribute.

Pair the new hire with someone whose Working Genius complements theirs. If the new person’s genius is Wonder and Invention, pair them with someone whose genius is Enablement and Tenacity. If the new person’s genius is Discernment and Galvanising, pair them with someone whose genius is Wonder and Invention. Complementary pairings create natural collaboration. The new hire learns faster because they are working with someone whose strengths cover their gaps, and vice versa.

What the buddy relationship should include: weekly check-ins in the first month, joint work on at least one project where both people are contributing in their genius zones, permission for the new hire to ask the buddy when they are stuck in frustration work, and a standing offer to translate how things actually get done here versus how the handbook says they get done.

The buddy is not a manager. The buddy is a peer who has Working Genius fluency and can help the new hire navigate the culture through that lens. The best buddy pairings last well beyond onboarding, because the collaboration continues to produce better work than either person would create alone.

10. Map their first month to projects, not tasks

Stop handing new hires a list of tasks. Tasks are fungible, low-context, and disconnected from outcomes. Projects have a beginning, a middle, an end, and a reason someone cares whether they get done. New hires onboard faster when they can see how their work connects to something the organisation values.

In the first 30 days, assign the new hire to three small projects that match their Working Genius profile. Each project should take a week or two, should require collaboration with at least one other person, and should result in something tangible the team can use.

• Define the project outcome clearly so the new hire knows what success looks like

• Assign ownership so they are responsible for the result, not just completing steps someone else designed

• Match the type of work required to their genius zones as much as possible

• Build in a review point at the end where they present the work and get feedback

The new hire who delivers three successful projects in their first month has built credibility, confidence, and clarity about how they add value. The new hire who spends the first month completing tasks from a checklist has built none of those things.

ROLE DESIGN AND WORK ASSIGNMENT

Onboarding does not end when the first week ends. It continues through the first 90 days and beyond, as the role itself gets shaped around how the person is actually wired. These tactics help you design work that fits the human, not force the human to fit the work.

11. Audit their workload at day 30 through the Working Genius lens

At the 30-day mark, sit down with the new hire and audit every task and project currently on their plate. Go through the list and assign each item to one of the six Working Genius types. Add up the time spent in each category. If they are spending 50 percent of their week in frustration zones, you have a problem. If they are spending 70 percent of their week in genius zones, you have momentum.

The audit should surface three things: work that is energising them and should be expanded, work that is draining them and should be reassigned or restructured, and work that falls in their competency zones and needs better support or process so it does not slide into frustration.

Most organisations never do this audit. They assume that if the new hire is not complaining, everything is fine. What actually happens is the new hire is doing the work they were told to do, quietly burning out on tasks that drain them, and starting to look at job boards by month three.

The day-30 audit catches this early. If the workload is misaligned, you still have time to fix it. If the workload is well-matched, you can double down and give them more of what is working. Either way, the new hire knows you are paying attention to whether the work suits them, not just whether the work is getting done.

12. Reassign frustration-zone work wherever possible

When the audit reveals that the new hire is spending significant time in frustration zones, do not just acknowledge it and move on. Reassign the work. If the work genuinely needs to be done and no one else can do it, restructure it so the time spent is minimal, well-supported, and time-bound.

Three ways to handle frustration-zone work:

Reassign it to someone whose genius or competency covers it. If the new hire’s frustration is Tenacity but someone else on the team has Tenacity as a genius, move the work to the person it energises.

Automate or simplify it. If the work is repetitive execution and the new hire is frustrated by Enablement or Tenacity, build a checklist, a template, or a system that reduces the cognitive load.

Batch it and pair it. If the work cannot be reassigned, batch it into one focused block per week and pair the new hire with someone who can co-work through it so they are not stranded.

The new hire who sees you actively working to remove frustration-zone work from their plate will trust that the organisation cares about fit, not just output. The new hire who raises it and nothing changes will stop raising it, and will leave within a year.

13. Give them autonomy in their genius zones fast

Most organisations treat new hires like they need permission for everything for the first six months. This makes sense for high-risk decisions or work that requires deep institutional knowledge. It makes no sense for work that falls directly in the new hire’s genius zones, where they are wired to see things more clearly than people who have been there for years.

If the new hire’s genius is Wonder, give them autonomy to question processes and suggest alternatives without needing three levels of approval. If their genius is Discernment, give them permission to flag risks and kill bad ideas before they become expensive mistakes. If their genius is Tenacity, let them own execution timelines and hold the team accountable for finishing what they start.

• Identify the decisions the new hire can make without checking in

• Name the types of work where they should lead, not follow

• Set boundaries around high-risk areas but otherwise get out of the way

• Celebrate the first time they make a bold call in their genius zone and it works

Autonomy in genius zones accelerates onboarding because the new hire stops thinking like a guest and starts thinking like an owner. The organisation benefits because you hired someone for their strengths, and this is how you actually access those strengths instead of making them wait until they have enough tenure to be taken seriously.

14. Rotate them through genius-zone experiences

In the first 90 days, expose the new hire to as many examples of their genius in action as possible. If their genius is Galvanising, have them sit in on sales conversations, client pitches, and stakeholder meetings where someone is moving people toward a decision. If their genius is Invention, have them shadow brainstorming sessions, product design reviews, and strategic planning meetings.

Rotation is not about cross-training them in every function. It is about giving them rich exposure to the type of work they are wired to do, so they build a mental library of how that work shows up across the organisation.

What rotation should include: observation of at least three different people doing genius-zone work similar to the new hire’s profile, participation in at least two projects where their genius is the primary need, and a debrief after each experience where you ask what they noticed, what energised them, and what they would do differently.

The new hire who sees their genius valued and deployed across the organisation will understand how to contribute at a much higher level than the new hire who only sees their own desk and their own task list.

15. Co-create their role description with them at day 60

Most role descriptions are written before the hire and never revisited. By day 60, you have two months of real data about how the person is actually wired, how the work is actually structured, and where the role could be adjusted to create better fit.

Sit down with the new hire and rewrite the role description together. Ask them which parts of the job energise them and should be expanded. Ask them which parts drain them and should be minimised or reassigned. Ask them what is missing from the role that would let them contribute at a higher level.

This is not about letting the new hire design their dream job. It is about using Working Genius as a lens to make sure the role is set up for long-term success, not just short-term task completion. Some elements of the role are non-negotiable. But many elements are more flexible than organisations admit, and a 10 percent shift in how work is distributed can be the difference between someone who thrives and someone who quietly disengages.

The new hire who helps shape their own role at day 60 will feel ownership over the work in a way that no amount of onboarding training can create. The organisation benefits because you are designing roles around the humans you actually have, not the theoretical humans you wish you had.

TEAM INTEGRATION AND COLLABORATION

Onboarding is not just about the individual. It is about how the individual fits into the team and how the team adjusts to the new person’s wiring. These tactics help the whole system integrate faster.

16. Run a team project using the full Working Genius sequence

In the first 60 days, run at least one team project where you explicitly sequence the work through all six stages: Wonder, Invention, Discernment, Galvanising, Enablement, Tenacity. Assign people to the stages that match their genius. Let the new hire own the stage they are wired for. This does three things at once. It teaches the new hire how work flows through the team. It shows them where they fit in that flow. And it demonstrates to the rest of the team what the new person brings that was missing before. For guidance on structuring this kind of session, see Working Genius team building.

• Choose a real project that needs all six types of work, not a training exercise

• Map each stage of the project to the team members whose genius matches it

• Let the new hire lead the stage they are wired for, with support but not interference

• Debrief afterward and name what worked because the work was matched to genius

The team that runs a sequenced Working Genius project in the new hire’s first 60 days will onboard faster because everyone sees how the new person fits, why they were hired, and what the team can now do that it could not do before.

17. Name and celebrate the new hire’s first genius-zone win publicly

When the new hire delivers their first meaningful piece of work in their genius zone, do not let it pass quietly. Name it in a team meeting. Send an email. Make it visible. Explain what they did, why it mattered, and how it connected to their Working Genius profile.

What most people miss: New hires are watching in the first 90 days to see what gets celebrated. If you celebrate long hours and responsiveness, they will optimise for that. If you celebrate genius-zone contribution, they will optimise for that instead.

Public celebration of genius-zone work does two things. It builds the new hire’s confidence that they are in the right role. And it teaches the rest of the team how to leverage the new person’s strengths instead of treating them like a generalist who can be plugged into any gap.

The first win does not need to be big. It needs to be visible, named, and clearly connected to how the person is wired. That pattern, repeated over time, becomes the culture.

18. Teach the whole team to assign work using Working Genius language

If only the manager understands Working Genius, the new hire will get pulled into misaligned work every time a peer asks for help. Teach the whole team to assign and request work using Working Genius language. Instead of saying “Can you help with this?” people should say “This is mostly Enablement work, is that in your genius or will it drain you?”

Quick practices to normalise this: Include Working Genius profiles in team directories so people can look them up before assigning work. Start project kickoff meetings by naming which types of work the project will require and who is wired for each type. Encourage people to say “That is in my frustration zone, who else has Tenacity as a genius?” without shame or apology.

The team that speaks Working Genius fluently will onboard new people faster, assign work more effectively, and lose fewer people to misalignment. The team that treats it as the manager’s tool will keep making the same mistakes in collaboration that they made before the model arrived.

19. Use Working Genius to resolve early collaboration friction

New hires and existing team members will sometimes clash in the first 60 days, not because of personality conflict but because of Working Genius mismatch. The person with genius in Wonder keeps asking “Why are we doing this?” The person with genius in Tenacity keeps saying “Stop questioning it and just finish it.” Both are right. Both are frustrated.

When friction shows up, pull out the Working Genius profiles and diagnose it. Most early collaboration conflict is not personal. It is two people operating in different stages of the work, each assuming the other person is being difficult when they are just being themselves.

Friction patterns to watch for: Wonder and Tenacity frustration, where the questioner and the finisher are in constant tension. Invention and Discernment frustration, where the idea generator and the risk-spotter feel like they are working against each other. Galvanising and Enablement frustration, where the person rallying people forward feels unsupported by the person trying to build the infrastructure to make it sustainable.

The conversation to have is not “You two need to get along better.” The conversation is “Here is what is happening. You are wired for Wonder, they are wired for Tenacity. You need each other, but you are going to drive each other crazy unless you understand that your frustration is their genius and vice versa. Here is how you collaborate anyway.”

20. Build a Working Genius-based peer feedback loop

In the first 90 days, create a structure where the new hire gets regular feedback from peers, not just their manager. The feedback should be filtered through the Working Genius lens. Instead of generic comments like “You are doing great,” peers should answer three questions.

Where have you seen this person working in their genius? Where have you seen them stretched into competency or frustration work? What type of work should we assign them more of, based on what you have observed?

• Collect peer input at day 30 and day 60 using a simple form

• Share the themes with the new hire in a one-on-one

• Use the feedback to adjust work assignments, not just to praise or correct

The new hire who receives Working Genius-based peer feedback will have a much clearer picture of how they are landing with the team than the new hire who only gets vague encouragement. The team benefits because they are actively shaping how the new person contributes, not passively watching them figure it out alone.

SYSTEMS AND SCALABILITY

If you onboard one person this way, it creates a good experience for that person. If you onboard every person this way, it becomes a system that changes how your organisation builds teams. These tactics make Working Genius onboarding repeatable and scalable.

21. Embed Working Genius into your onboarding checklist

Most onboarding checklists include items like “Complete IT setup,” “Review employee handbook,” and “Meet with manager.” Add Working Genius milestones to that checklist so they are treated as standard practice, not optional extras.

Checklist items to add: Complete Working Genius assessment before start date. Manager reviews results before day one. Working Genius debrief with manager by end of day two. Team introduction to Working Genius profiles in week one. First genius-zone project assigned by day three. Day-30 workload audit through Working Genius lens. Day-60 role co-creation session.

When these items are on the checklist, they happen. When they are left to discretion, they get skipped when things get busy, which is exactly when new hires need the structure most.

22. Train every manager in Working Genius before they onboard anyone

The manager is the single biggest variable in whether a new hire succeeds or leaves. A manager who understands Working Genius will onboard someone faster, assign work better, and spot misalignment earlier than a manager who does not. Make Working Genius fluency a prerequisite for anyone who manages people.

Training does not need to be long. It needs to be practical. Teach managers how to read a Working Genius profile. Teach them how to map work to the six types. Teach them how to have the day-30 workload audit conversation. Teach them how to reassign frustration-zone work without making the new hire feel like they are failing.

What to avoid: Sending managers to a generic Working Genius session and hoping they figure out how to apply it to onboarding on their own. They will not. Give them the application layer, not just the theory.

The organisation that trains every manager in Working Genius before they hire their next person will onboard at a completely different level than the organisation that treats it as an HR initiative disconnected from day-to-day management.

23. Build a library of role profiles mapped to Working Genius

Over time, create a library that maps common roles in your organisation to the Working Genius profile most likely to succeed in that role. This is not about saying only one profile can do the job. It is about naming the type of work the role genuinely requires, so you can hire and onboard with eyes open. For more on applying this to the hiring process itself, see Working Genius for hiring.

A role profile should include: the primary type of work the role demands, the genius areas that typically thrive in the role, the frustration zones that will struggle, and the workarounds or support needed if you hire someone whose profile does not perfectly match.

The hiring manager who has this information before they post the job will write a better position description. The candidate who sees it before they apply will self-select more accurately. The new hire who arrives knowing the role was designed for their wiring will onboard faster because there are no surprises.

24. Track new hire retention by Working Genius alignment

Start tracking whether new hires stay or leave based on how well their Working Genius profile matched the actual work of the role. This is one of the cleanest predictive data points most organisations never measure.

Alignment Level	Typical Retention at 12 Months
High alignment (60%+ genius-zone work)	Retention consistently above 90%
Moderate alignment (40-60% genius-zone work)	Retention around 70-75%
Low alignment (under 40% genius-zone work)	Retention drops below 50%

If you discover that every person who left in the past two years had low Working Genius alignment, you have just found the variable that explains most of your turnover. If you discover that high-alignment hires stay regardless of salary or title, you have found the variable worth optimising for.

Tracking this data also lets you make the business case for investing in Working Genius onboarding. Retention is not soft. Turnover costs real money. If better alignment cuts turnover in half, the ROI is immediate and measurable.

25. Revisit Working Genius alignment every six months

Roles change. Priorities shift. The work that suited someone in month three might not suit them in month nine. Build a standing six-month check-in where you revisit Working Genius alignment with every team member, not just new hires.

The check-in should answer three questions: Is the work still aligned with your genius zones? Has anything shifted in the role that is now draining you? What type of work should we add, remove, or reassign to keep you energised?

This is not a performance review. It is a fit review. You are auditing whether the structure of the work still matches the wiring of the person, and adjusting when it does not.

The organisation that treats Working Genius as a one-time onboarding exercise will see diminishing returns after the first 90 days. The organisation that treats it as an ongoing system for designing work around people will retain talent longer, produce better outcomes, and build a reputation as the kind of place people do not want to leave.

Working Genius is not a personality test. It is a map of how people are wired to contribute. When you use that map to design onboarding, you do not just help new employees settle in faster. You help them find the work they were built to do, in an organisation that knows how to let them do it.

Your next step is to assess your next hire before their first day, map the role to the six types of work, and build their first 90 days around their genius zones. If you want help designing a Working Genius onboarding system for your organisation, reach out at jonno@consultclarity.org.