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.
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.
Organisations behave like living systems, not machines. The Complexity Leadership Library introduces twenty-five leadership capabilities for leading complex adaptive systems under uncertainty.
Why do so many well-intentioned leadership resolutions fall apart by February? This article unpacks why traditional approaches to change fail and offers a design-based alternative grounded in behavioural science.
In Everyday Habits for Transforming Systems, Adam Kahane challenges the idea that meaningful systems change comes from heroic leaders or grand transformation programmes. Instead, he offers a grounded and hopeful alternative: systems evolve through many small, everyday actions taken by people working from where they are, with what they have, inside the systems they care about. Drawing on decades of experience in complex social, organisational, and political change, Kahane introduces seven practical habits that help practitioners engage more responsibly, relate more fully, notice what is unseen, work with cracks, experiment forward, collaborate across difference, and sustain themselves over time.This summary explores Kahane’s core metaphors of carving, weaving, and sailing, his concept of radical engagement, and the discipline of working with cracks where new futures are already trying to emerge. It is written for change practitioners, leaders, facilitators, and anyone working with complexity who wants practical guidance for taking thoughtful, human-centred action without waiting for perfect conditions or complete alignment.
Groups often focus on what they are discussing rather than how they are working together. This guide explores how facilitators support group self-awareness in real time by noticing pace, surfacing information, making sense of patterns, and encouraging reflection. It offers practical insight into helping groups think more clearly, learn from their experience, and reach outcomes that are both meaningful and sustainable, aligned with IAF Core Competency D2.
Groups rarely struggle because they lack ideas. They struggle because their thinking has no clear pathway. This article explores how facilitators guide groups using clear methods and processes, from establishing context to managing group dynamics, so that discussion leads to appropriate and useful outcomes. It offers practical insight into IAF Core Competency D1.
What does citizenship ask of us beyond our rights? This reflective essay explores the quiet tension between personal freedom and responsibility to engage in community, and the unnoticed cost when we enjoy the benefits of civic life without shared ownership.
The Iceberg Model is one of the most enduring frameworks in systems thinking. But its promise, that by uncovering what lies beneath, leaders can solve complex problems, creates a dangerous illusion. It turns leadership into a technical exercise and overlooks the human, adaptive, and relational nature of real change. This article challenges the leadership myth embedded in the model and explores what it means to lead from within complexity, not above it.
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.
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 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.
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.
The Team Dynamics Framework is a practical, research-informed model that helps teams understand how they think, work, and align. This article introduces the framework and the supporting diagnostics
Effective facilitation begins long before the conversation starts. IAF Core Competency B2 encourages facilitators to prepare time and space with intention so that people can think clearly, contribute openly and work together with confidence. This article explores how physical space, timing and atmosphere quietly shape group behaviour and offers practical reflections, examples and questions to help facilitators create environments that support healthy, meaningful dialogue.
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 belief that people dislike change is one of leadership’s most persistent myths. In practice, people embrace change when it is meaningful, fair, and well supported. What they resist is loss, confusion, or inconsistency. This article unpacks the research, explores examples from organisations, and offers practical questions to help leaders design change that people can actually commit to.
"Culture eats strategy for breakfast” is one of the most quoted, and misquoted, lines in business. Peter Drucker never said it, yet it endures because it feels true. This essay explores where the phrase came from, what research really shows about culture and strategy, and why effective leaders treat them not as rivals but as partners in shaping organisational success
Modern leadership involves exposure to continuous strain. Priorities shift, expectations escalate, and results are scrutinised in real time. In this climate it is easy for the emotional system to tilt towards threat interpretation. Optimism is not cheerfulness or naïve positive thinking. It is the ability to frame difficulty in a way that protects the sense of movement, meaning and capacity. [...]
In a world of volatility and uncertainty, traditional planning falls short. This article explores how pilots, probes, and experiments help leaders navigate complexity, build resilience, and foster curiosity. Learn practical ways to turn uncertainty into a learning advantage through small, safe-to-fail actions that reveal what truly works.
Stress in leadership is constant, not occasional. In the EQ-i, stress tolerance reflects the capacity to stay grounded, clear, and intentional while activation is rising. This piece explores why stress tolerance matters within the EQ-i model and introduces practical practices leaders can use before, during, and after pressure to preserve clarity, composure, and effectiveness.
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.
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.
Emotional flexibility is the ability to adapt your thinking, emotions and behaviour while staying grounded. This guide offers practical exercises to stay calm under change, shift perspective and grow through uncertainty.
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.
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 [...]
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.
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.
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 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 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.
Five Questions That Change Everything by John Scherer offers a simple reflective practice for authentic leadership and personal growth. This practical summary explores the five questions and how to use them in everyday work and life.
Many leaders reach a point where their work feels effective but empty. This article explores how job crafting helps leaders rediscover purpose by reshaping what they do, who they connect with, and how they interpret their work, drawing on research from Wrzesniewski and Dutton, Gallup, McKinsey, and Deloitte.
Patrick Lencioni’s Five Dysfunctions of a Team is one of the most popular leadership models today. Its simplicity and storytelling make it appealing, yet it misses how real teams grow. This article explores why the model falls short and introduces a more human, sustainable alternative: the Living Cycle of Team Effectiveness, built around Safety, Dialogue, Clarity, Accountability, and Learning to create lasting team performance.
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
Setting boundaries is not about control but clarity. Learn how to use boundary mapping to create shared agreements that build trust and improve performance.
Grumbling is part of organisational life, but when it becomes the culture, energy drains away. This article explores five research-based pathways leaders can use to shift teams from complaint to contribution, rekindling agency, pride and possibility.
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.
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.
Learn how to answer tough questions under pressure with clarity and confidence. A simple five-step approach to stay calm, connect, and lead.
Self-actualisation is more than achievement, it is the lifelong pursuit of meaningful goals that reflect your values, strengths, and potential. This article explores why self-actualisation matters and offers eight practical exercises to help you align daily choices with long-term purpose.
How can I identify my leadership strengths? This article explores strengths-based leadership through VIA Character Strengths. Discover all 24 VIA strengths explained in depth, plus ten practical ways to bring strengths into business leadership.
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.
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.
Tired of endless meetings? Learn how to reclaim time by distinguishing between one way and two way door decisions, empowering people, and making meetings matter again.
The Waterline Principle helps leaders and teams decide when to act alone and when to consult. It offers a shared language for risk and responsibility, anchored in three questions: the upside, the downside, and whether you can truly live with the loss.
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.
