Free worksheet
Every organization has a group of people who leave faster than the rest. Almost none have priced it. Three numbers to start from your HRIS.
Run your number →Assumes $110,000 average salary, 25% of the workforce in the elevated group, and 2x replacement cost. Adjust all six inputs →
Peter Mann spent 37 years building organizations people didn't leave: a Navy warship, a Fortune 100 division, and two companies he founded. He writes and speaks on why organizations lose the people whose judgment they most need, and what it costs them.
The Projection Fallacy is the assumption that your read of another person is the truth of that person. It feels like judgment. It operates like measurement. It is neither.
Most attempts to correct for it ask people to change what they believe. Awareness sessions, bias training, a culture programme with a sponsor. Those run on the conviction of whoever is in the room, and they leave when that person does.
I know the alternative works because I built it by accident. I could not read implicit systems, so I built explicit ones. Explicit systems turn out to work better for almost everyone, and they hold when the champion moves on and the budget gets cut.
The bar is published before anyone is measured against it.
Every candidate answers the same questions in the same order.
Processing time stops being a disadvantage.
The rationale outlives the person who made it.
The same mechanism, approached from opposite ends of it. Which one you want depends on whether you are inside the system or responsible for its shape.
Written for the person on the receiving end of these systems.
Why organizations lose the people whose judgment they most need, and what it costs them when they do. The section for managers is written to be handed over.
Order
Buying for a leadership team? Bulk pricing and volume orders
Written for the person who designs them.
Why the people who design a system cannot see it from the inside, what that costs, and how to build one that produces fair outcomes without anyone having to believe in it.
Not yet available to order. The argument it makes runs underneath everything on this site.
If you run an organization and want one of them now, start with The Perception Revolution. The argument holds from either side.
Speaking
A keynote for leadership teams on why organizations lose the people whose judgment they most need and what it costs. Built on 38 years of running teams, not on a consulting practice.
The differential turnover calculation, run live on the room's own numbers. Most leadership teams have never priced their attrition gap.
The eighteen-month departure pattern, and why the person who flags the problem is usually gone before the problem is.
Standardized thinking is being commoditized. Which human capacities are now load-bearing, and what that means for who you promote.
The best systems don't require anyone to believe in them. They produce fair outcomes regardless of what people in the building think, which is why they survive the champion leaving and the budget getting cut. That's the argument, and it's why the skeptical half of the room tends to be the half that follows up.
2026 Neurodiversity in Business Conference, London · ICAN Conference, Canada · CEO Magazine Manufacturing Conference, St. Louis · IEA Industrial Environmental Conference, San Diego · Association for Business Communication, Baltimore
SHIELD Framework
Tools
Perception is not a personality trait. It is a set of specific capacities: what you notice, what you miss, and what your cognitive architecture does to the people you lead. All of it is measurable.
Ten images where people genuinely see different things. Not tricks. You answer what you see, then find out what is happening, why people differ, and where it shows up at work. An optional Big Five measure at the end.
Arriving in 2027: a personality and workplace-fit profile with Projection Fallacy analysis, and a System Audit that shows organizations where their hiring and promotion design screens for conformity instead of capability.