Writing on communication as a relational and contextual leadership practice. These pieces explore how meaning is created, misunderstood, and negotiated across roles and boundaries, and how leaders communicate effectively when stakes are high and perspectives differ.

How can I improve team culture?

By |2026-01-18T15:04:32+00:00January 18, 2026|Categories: Leadership questions|Tags: |

Culture is not an abstract backdrop; it is the concrete system through which work gets done. To improve performance, stop trying to 'fix' your people and start shaping the environment they operate in. This guide outlines six practical levers, from behavioural norms to rituals, that allow leaders to intentionally build a culture of clarity and trust.

How do I work with colleagues who avoid difficult conversations?

By |2026-01-12T13:10:44+00:00January 12, 2026|Categories: Leadership questions|Tags: , , |

Most senior leaders do not avoid difficult conversations because they are weak. They avoid them because they are managing risk, status or energy. This article applies behavioural science to identify the 5 archetypes of avoidance and provides the specific leadership moves to handle each one.

How do I lead change when people agree in public but resist in private?

By |2026-01-11T21:19:22+00:00January 11, 2026|Categories: Leadership questions|Tags: , , , , , |

Heads nod in meetings, yet behavior stays the same. This isn't just "lack of buy-in", it's a biological safety response. Learn why false agreement happens and how to turn polite compliance into real ownership using behavioral science.

How do I handle passive-aggressive behaviour at work as a leader?

By |2026-01-11T19:23:12+00:00January 4, 2026|Categories: Leadership questions|Tags: , , , |

Leaders face a hidden threat in passive-aggressive behaviour. It erodes trust, blocks collaboration, and costs organisations billions. Learn 5 evidence-based moves to stop the spiral of incivility, protect team dignity, and resolve conflict without escalation.

OpenSpace Beta – Niels Pflaeging and Silke Hermann – Book Summary

By |2026-01-11T19:23:13+00:00January 3, 2026|Categories: Complexity & Systems thinking, Leadership, Transformation|Tags: , , , , , |

OpenSpace Beta is a radical 90-day model for transforming hierarchical organisations into decentralised, self-organising teams. This practical summary explains how invitation, Open Space Technology and peer governance replace command-and-control, enabling faster decisions, stronger engagement and real ownership in complex environments.

The Complexity Leadership Library: How to lead complex adaptive systems

By |2026-01-11T19:23:13+00:00December 31, 2025|Categories: Complexity & Systems thinking, Leadership|Tags: , , , , |

Organisations behave like living systems, not machines. The Complexity Leadership Library introduces twenty-five leadership capabilities for leading complex adaptive systems under uncertainty.

Why silent employees are not disengaged: Debunking a leadership myth

By |2026-01-11T19:23:14+00:00December 7, 2025|Categories: Leadership|Tags: , , , |

Many leaders assume that silence means apathy or disengagement. But what if silence is something else entirely, a signal of caution, fear, or protection? This article challenges a persistent leadership myth and explores what silence really means, and what leaders can do in response.

Unlocking imagination: Evoking group creativity for better thinking together

By |2026-01-11T19:23:14+00:00December 5, 2025|Categories: IAF core competencies for faciliitation|Tags: , , , |

Creativity does not happen by chance. It grows when people feel encouraged to think differently and are offered more than one way to contribute. This guide explores how facilitators draw out diverse learning styles, build confidence for experimentation, adapt methods to the needs of the group and stimulate the collective energy required for innovation. It offers practical insight into IAF Core Competency C4.

Navigating tension: Managing group conflict to strengthen participation

By |2026-01-11T19:23:14+00:00December 4, 2025|Categories: IAF core competencies for faciliitation|Tags: , , , |

Conflict is not a disruption to facilitation. It is a vital part of how groups learn, mature and make honest decisions. When managed with skill, disagreement becomes a source of insight rather than division. This guide explores how facilitators help individuals surface assumptions, provide safe spaces for tension to emerge, balance behavioural dynamics and recognise the value of conflict in group decision making, offering practical insight into IAF Core Competency C3.

Honouring diversity: Creating the conditions for inclusive participation

By |2026-01-11T19:23:14+00:00November 30, 2025|Categories: IAF core competencies for faciliitation|Tags: , , , |

Honouring diversity is more than acknowledging difference. It is the craft of creating conditions where every participant feels able to contribute with confidence. This guide explores how facilitators build trust, recognise barriers, activate diverse perspectives and cultivate cultural sensitivity, offering practical insight into IAF Core Competency C2.

Communicating for participation: Enabling clear, inclusive and confident group dialogue

By |2026-01-11T19:23:14+00:00November 29, 2025|Categories: IAF core competencies for faciliitation|Tags: , , , , , |

IAF Core Competency C1 invites facilitators to communicate in ways that widen participation, deepen listening and strengthen group connection. This article explores the five strands of participatory and interpersonal communication, why they matter and how they shape the quality of group work. With practical reflections, examples and practice lists, it offers a grounded guide for anyone who wants to help people speak honestly, listen fully and think well together.

Why Tuckman’s team development model no longer fits 21st century teams

By |2026-01-11T19:23:14+00:00November 28, 2025|Categories: Teamwork|Tags: , , , , |

Tuckman’s team development model shaped leadership thinking for decades. But modern teams are more fluid, diverse and interdependent than the world it was built for. This article explores why the classic five stages no longer fit today’s work and introduces a contemporary five-movement pattern for leading teams through complexity.

Selecting clear methods and processes: Laying the foundations for effective group work

By |2026-01-11T19:23:15+00:00November 25, 2025|Categories: IAF core competencies for faciliitation|Tags: , , , |

IAF Core Competency B1 focuses on selecting methods and processes that fit the people, the purpose and the moment. This article explores how facilitators can foster open participation across cultures and identities, support varied learning and thinking styles, and choose processes that lead to high-quality, usable outcomes. With practical reflections and guiding questions, it offers a grounded approach to designing group work that is both inclusive and effective.

The leadership myth that transformation programmes save organisations

By |2026-01-11T19:23:15+00:00November 24, 2025|Categories: Leadership|Tags: , , , , |

Many leaders still believe that a transformation programme can save an organisation, yet most large scale change efforts fail because they treat complex systems as if they can be controlled through planning. This article exposes the leadership myth at the heart of transformation, explains why organisations remain drawn to big programmes, and shows what research on complex adaptive systems reveals about how change really happens. It offers practical guidance for leaders who want to create real, sustainable transformation through learning, interaction, and shaped conditions rather than rigid roadmap

Why the leadership myth that a good plan guarantees successful change still misleads

By |2026-01-11T19:23:10+00:00November 23, 2025|Categories: Leadership|Tags: , , , , |

Many leaders still believe that a good plan guarantees successful change. This view, inherited from a more predictable era, persists in organisations that value control and certainty. Yet research from thinkers such as Kotter, Stacey, and Snowden shows that in complex environments, outcomes emerge through adaptation, not execution. This article explores why the myth endures, the costs of over-planning, and the practices that help leaders lead through learning rather than prediction.

Designing for what matters: Creating processes that support meaningful facilitation

By |2026-01-11T19:23:15+00:00November 22, 2025|Categories: IAF core competencies for faciliitation|Tags: , , , |

Effective facilitation begins with a design that fits the people, the purpose and the culture. IAF Core Competency A2 Design and Customise Applications invites us to look beneath the presenting problem, understand the organisational environment and create processes that help groups work honestly and constructively. This article explores the four strands of thoughtful design, supported by practical reflections, examples and questions that help facilitators craft sessions with clarity and care.

Working in partnership: The foundation of effective facilitation

By |2026-01-11T19:23:15+00:00November 21, 2025|Categories: IAF core competencies for faciliitation|Tags: , , , |

Effective facilitation begins long before a group gathers. IAF Core Competency A1 Develop Working Partnerships, invites us to build partnerships rooted in trust, clarity, and shared responsibility. This article explores the three strands of strong working partnerships, why they matter, and what happens when they are overlooked. With reflective questions and practical guidance, it offers a steady foundation for anyone designing conversations that help people think and work well together.

People don’t leave jobs; they leave managers and other half-truths about why people quit

By |2026-01-11T19:23:16+00:00November 12, 2025|Categories: Leadership|Tags: , , |

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.

What should I do when someone on my team cries repeatedly at work?

By |2026-01-11T19:23:17+00:00November 1, 2025|Categories: Leadership questions|Tags: , , |

When someone on your team cries at work, it can feel awkward and concerning. This guide explores what tears may signal and offers grounded, human ways for leaders to respond and support people well.

How can I get my team aligned and more focused? (4DX Methodology)

By |2026-01-11T19:23:17+00:00October 31, 2025|Categories: Leadership questions|Tags: , , , , , , , |

Most teams struggle not from lack of effort but from scattered attention. The Four Disciplines of Execution (4DX) offer a simple, proven way to focus on what matters most, act with purpose, and sustain momentum through shared accountability.

I’m burnt out — What can I do to reclaim my energy and focus as a leader?

By |2026-01-11T19:23:17+00:00October 30, 2025|Categories: Leadership questions|Tags: , , , , , , |

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.

Impulse control: Managing reactions under pressure (EQ-i)

By |2026-01-11T19:23:18+00:00October 28, 2025|Categories: Emotional Intelligence|Tags: , , , , , , |

Impulse control is the capacity to stay calm and deliberate under stress. This page explores how leaders can pause before reacting, reframe urgency, and create rituals that reset emotional control after mistakes.

Reality testing: How to see clearly and decide wisely

By |2026-01-11T19:23:18+00:00October 28, 2025|Categories: Emotional Intelligence|Tags: , , , , , |

In the noise of modern leadership, it is easy to mistake confidence for clarity. The faster decisions are made, the more tempting it becomes to rely on instinct, assumption, or emotion rather than evidence. Reality testing is the emotional intelligence skill that keeps perception honest. It is the disciplined capacity to see situations as they are, not as you hope [...]

Problem solving: How to think clearly and act wisely under pressure

By |2026-01-11T19:23:18+00:00October 27, 2025|Categories: Emotional Intelligence|Tags: , , , , , , |

Learn how to strengthen your problem-solving skills through six emotionally intelligent practices. Discover how to balance logic and emotion, make clear decisions under pressure, and turn complex challenges into opportunities for learning and trust.

Empathy: How to understand others and strengthen connection

By |2026-01-11T19:23:18+00:00October 24, 2025|Categories: Emotional Intelligence|Tags: , , , , , , |

Empathy is the foundation of trust and understanding. This guide explores how to strengthen your capacity to recognise and respond to others’ emotions with care and accuracy. Includes six practical exercises to cultivate empathy in daily interactions.

Social Responsibility: How to act for the common good with integrity and care

By |2026-01-11T19:23:18+00:00October 24, 2025|Categories: Emotional Intelligence|Tags: , , , , , , , |

Social responsibility sits at the heart of emotionally intelligent leadership. This guide explores how to act with awareness of others, contribute meaningfully to teams and communities, and balance personal goals with collective good. Includes six practical exercises to strengthen empathy, fairness, and shared purpose.

Interpersonal Relationships: How to build trust and connection that endures

By |2026-01-11T19:23:19+00:00October 19, 2025|Categories: Emotional Intelligence|Tags: , , , , , , , |

Interpersonal relationships are the foundation of emotional intelligence. This EQ-i guide shows how to build trust, connection, and collaboration that endure. Through six evidence-based practices, learn how to strengthen relationships and create a culture of mutual respect and belonging.

How to make team charters work: eight shifts that build alignment and trust

By |2026-01-11T19:23:19+00:00October 18, 2025|Categories: Leadership|Tags: , , , , |

Most teams build charters to align around purpose and values, yet the document often fades after the workshop. This guide explains practical shifts that turn team charters into living agreements that strengthen trust, clarity and collaboration.

How do I lead when people lack confidence?

By |2026-01-11T19:23:19+00:00October 16, 2025|Categories: Leadership questions|Tags: , , , , |

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?

How can I tell what kind of problem I’m really facing, and lead accordingly? (Cynefin framework)

By |2026-01-11T19:23:19+00:00October 12, 2025|Categories: Leadership questions|Tags: , , , |

How can you tell what kind of problem you’re really facing and lead accordingly? Using the Cynefin Framework, this article explores how leaders make sense of complexity, adapt their approach across five domains, and find clarity amid uncertainty. A practical guide to leading with awareness, experimentation, and collective sensemaking.

Sharpening the Axe: How leader and teams build their SHARP EDGE

By |2026-01-11T19:23:20+00:00October 11, 2025|Categories: Leadership|Tags: , , , |

Like the woodcutter who paused to sharpen his axe, effective leaders know progress requires renewal. The SHARP EDGE framework helps teams reflect, refocus, and stay sharp over time.

How can I create real clarity in my team? (Clarity Canvas)

By |2026-01-11T19:23:20+00:00October 4, 2025|Categories: Leadership questions|Tags: , , , |

Most teams don’t fail for lack of effort but for lack of clarity. The Clarity Canvas helps you move from vague expectations to shared commitments, turning accountability into partnership. Learn how to create clarity without control and build a team that knows what “good” looks like.

Independence: How to trust your own judgement and act with confidence

By |2026-01-11T19:23:20+00:00October 3, 2025|Categories: Emotional Intelligence|Tags: , , , , |

We live in cultures that prize collaboration and connection. In workplaces, “team player” is often the highest compliment, while in families and communities, loyalty and togetherness are praised as the ultimate virtues. Yet beneath this emphasis on belonging lies a quieter challenge: the ability to act independently, to make decisions without leaning too heavily on approval, advice, or reassurance. In [...]

Assertiveness: How to voice needs with respect and clarity

By |2026-01-11T19:23:21+00:00October 3, 2025|Categories: Emotional Intelligence|Tags: , , , , , , |

Assertiveness sits between silence and aggression. It is the practice of voicing your needs with clarity while respecting others. This article explores why assertiveness matters for resilience, decisions, and relationships and introduces eight practices to help you build confidence, set boundaries, and engage in honest dialogue

How can I set boundaries with my team that create clarity and improve performance?

By |2026-01-11T19:23:21+00:00October 1, 2025|Categories: Leadership questions|Tags: , , , |

Setting boundaries is not about control but clarity. Learn how to use boundary mapping to create shared agreements that build trust and improve performance.

Emotional expression: How to communicate feelings with clarity

By |2026-01-11T19:23:21+00:00October 1, 2025|Categories: Emotional Intelligence|Tags: , , , , , |

Emotional expression helps us connect, decide, and lead with clarity, yet many find it difficult. Discover why it matters and how to voice feelings with confidence and authenticity.

How do I answer tough questions under pressure without losing composure?

By |2026-01-11T19:23:21+00:00September 30, 2025|Categories: Leadership questions|Tags: , , , |

Learn how to answer tough questions under pressure with clarity and confidence. A simple five-step approach to stay calm, connect, and lead.

Emotional Self-Awareness: The Foundation of EQ

By |2026-01-11T19:23:22+00:00September 27, 2025|Categories: Emotional Intelligence|Tags: , , , |

Emotional self-awareness is the starting point for emotional intelligence. This article explores what it is, why it matters for leadership and life, and offers eight practical exercises, from daily reflection to emotional mapping, that build deeper understanding of your inner world and its impact on others.

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How can I leave work at work without feeling guilty?

By |2026-01-11T19:23:22+00:00September 26, 2025|Categories: Leadership questions|Tags: , , , , |

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.

How can I say no at work without damaging relationships?

By |2026-01-11T19:23:22+00:00September 24, 2025|Categories: Leadership questions|Tags: , , , , , |

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.

How can I build trust at work? (Three Dimensions of Trust)

By |2026-01-11T19:23:23+00:00September 20, 2025|Categories: Leadership questions|Tags: , , , |

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

How can I stay resilient every day and keep my emotions in check as a leader?

By |2026-01-11T19:22:43+00:00September 14, 2025|Categories: Leadership questions|Tags: , , , , |

Resilient leaders are not born, they are built through daily practices that strengthen emotional self-regulation. From mindfulness and reflection to protecting boundaries and practising gratitude, leaders can create stability for themselves and their teams. This guide explores five proven strategies backed by research to help leaders stay composed, focused, and effective in the face of pressure.

What should I do when an employee hates their job but won’t quit?

By |2026-01-11T19:23:23+00:00September 8, 2025|Categories: Leadership questions|Tags: , , , , , |

A team member dislikes their role but refuses to resign. As a leader, how do you respond? This article explores five research-based frameworks that explain why people stay unhappy in jobs and what you can do to re-engage them with meaning, trust, and choice.

How can I lead people who are older and more experienced than me?

By |2026-01-11T19:23:23+00:00September 6, 2025|Categories: Leadership questions|Tags: , , , |

Being promoted early can feel daunting when you are asked to lead older, more experienced colleagues. This article explores four proven psychological theories, impression management, social identity, leader–member exchange, and self-determination, that help young leaders show up with steadiness, build belonging, earn trust, and empower ownership.

How can I lead when I disagree with decisions from above?

By |2026-01-11T19:23:23+00:00September 6, 2025|Categories: Leadership questions|Tags: , , , , , |

When senior leaders choose a path you would not, how do you respond without losing integrity or influence? This post explores evidence-based practices for regulating your reactions, acknowledging loss, practising self-compassion, reframing the situation, and grounding in values so you can lead with steadiness through disagreement.

How can I lead with authority when I don’t have all the answers?

By |2026-01-11T19:23:23+00:00September 5, 2025|Categories: Leadership questions|Tags: , , , , , , |

How can you lead with authority when you don’t have all the answers? Drawing on behavioural science and self-stewardship, this article explores impostor phenomenon, self-compassion, growth mindset, tolerance of ambiguity, and narrative identity to help leaders stay steady and trusted in uncertainty.

Why do my town halls (and webinars) fall flat?

By |2026-01-11T19:23:24+00:00September 1, 2025|Categories: Leadership questions|Tags: , , , , , , |

Town halls and webinars are efficient at spreading information but rarely build ownership. This article explores why big formats fall flat, using insights from behavioural science and group psychology. It also shows how to redesign gatherings, physical or virtual, so people co-create meaning, commit to action, and leave with a sense of shared ownership rather than passive compliance.

What should I do in the first 60 days of leading leaders?

By |2026-01-11T19:23:24+00:00August 31, 2025|Categories: Leadership questions|Tags: , , , , , |

Stepping into a role leading leaders is one of the toughest transitions in management. This 60-day plan offers research-backed guidance on how to listen, build trust, create alignment, and empower your leadership team, setting a foundation for performance and culture that lasts well beyond the early weeks.

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