Writing on change management focused on the human, organisational, and political realities of change in complex settings. These pieces explore why change efforts stall, how resistance emerges, and how leaders create movement when authority is limited and outcomes cannot be fully planned in advance.
People don’t leave jobs; they leave managers and other half-truths about why people quit
The phrase “people don’t leave jobs; they leave managers” feels true, but it tells only part of the story. This article unpacks the evidence behind the myth, revealing how turnover reflects not just bad bosses but broken systems, poor design, and misaligned purpose. Explore what really drives people to stay, to leave, and to lead better.
