Being asked to mentor a new contributor is not a small task. Their first 100 days shape how they see the organisation, how they frame problems, and how they show up in the work. This article offers a practical, evidence-based mentoring frame to help contributors become pattern spotters, insight generators, and partners in strategic thinking.

Crying at work is far more common than we think. The science shows tears are not disruption. They are data about capacity, load and clarity. Instead of shutting tears down, leaders can use them as information to understand patterns, adjust expectations and support people intelligently. This article explores what research tells us and how to respond in a grounded, human way.

Feeling drained, distracted, or disengaged? Psychologist Christina Maslach’s research shows that burnout stems from six key mismatches between people and their work: workload, control, reward, community, fairness, and values. Drawing on various studies this guide applies Maslach’s framework to leadership today, offering practical, research-based ways to restore energy, purpose, and balance before burnout takes hold.

Making Change Stick explores why most change efforts fade and how to design behaviour that lasts. Drawing on BJ Fogg’s B = MAP model: Motivation, Ability, and Prompt. It shows that sustainable transformation depends less on willpower and more on thoughtful design. Through practical insights and examples, it invites leaders to make the right behaviours easy, meaningful, and natural. Change sticks when we stop pushing harder and start shaping conditions where people can succeed.

Confidence does not appear on command; it grows from evidence, belonging, and rhythm. When people doubt their capability, leaders can help them rebuild belief through intentional design. This piece explores six practices grounded in behavioural science and everyday leadership experience. A practical, human answer to the question: How do I lead when people lack confidence?

In times of uncertainty, strategy alone is not enough. Learn ten practical ways leaders can help their teams steady themselves, build resilience, and sustain trust and creativity in the face of constant change.

Leaders often ask, “How do I leave work at work?” This article explores boundaries, recovery, role transitions, autonomy, and resource management. Grounded in research and written with a reflective tone, it offers practical ways to switch off and reclaim balance without guilt.

Saying no at work is not easy. Many of us keep saying yes out of habit or fear, but it leads to stress, burnout, and strained relationships. This post explores how to say no at work without damaging trust or respect, using a simple rhythm: acknowledge • pause • respond.

Most meetings drain time without delivering value. Research shows up to one third are unnecessary and 35% unproductive. This article explores ten practical yet human-centred ways to make meetings meaningful, focused, and effective.

Should leaders be friends with employees? Explore the benefits, risks, and strategies to balance trust, fairness, and performance at work.

Explore the three dimensions of trust; character, communication, and capability, with simple practices to strengthen collaboration and confidence at work.