A collection of ideas on leadership, credibility, transformation, AI, and the future of work, written for leaders, high performers, and those who aspire to carry greater responsibility.
Authenticity and capability - combined, visible, and legible to the people who matter - outperforms performance every time. Not performance as in results. Performance as in the managed version of yourself you put on for rooms that make you feel like you have to earn your place in them.
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Compassion at work is too often conditional on disclosure. This final piece in the series asks leaders to start from the assumption that there is more going on than they can see, and to make space for whatever someone chooses to share, or not share.
Resilience is an overused word. We often use it to describe someone who barrels through without acknowledging the emotion, the fear, or the sheer suck of what is happening. That is not how I define resilience.
You are allowed not to be okay yet. You are allowed to find things harder than you expected. You are allowed to have less patience for workplace shenanigans that once barely registered.
It’s October, which means it’s Breast Cancer Awareness Month. This is the first of four Rewriting Leadership Norms pieces bringing that awareness into the leadership conversation.
Experience helps leaders recognise patterns faster. It can also tempt us to skip the work of understanding where we are. This week: why the value of experience lies in knowing why the answer might be different this time.
I watched an executive delay a piece of work for three weeks because it was not quite ready. It was good in week one. By the time it reached the room, the decision had largely been made without her. Perfectionism has a good reputation. The question is when it stops helping.
Licence counts aren't a strategy. Real leadership defines the problem before choosing the tool, not access mistaken for transformation.
Nothing is worth capitulating to somebody else's inferiority complex. Being nice to others at the expense of kindness to yourself and the others who be better for hearing what you have to say is an act of self-erasure, not generosity to others.
Twelve issues in: credibility isn't performed, it's assigned. What the first quarter revealed, and how to act on it before Q2.
