Or you can find a complete index of all posts here
Forget the “snap back”. Whether you’ve had surgery or your team’s survived a brutal restructure, recovery isn’t instant. It’s slow, uneven, and human. Here’s what actually helps, and what to stop expecting from yourself and others.
Leadership means knowing when to follow the plan and when to look up, reassess, and trust your own view of the road ahead.
You don’t need to agree on everything to build trust.
But when values diverge – deeply – it takes more than surface civility to collaborate well. Here are five things I’ve seen work.
Being trusted as a leader takes more than good intent or credibility. Inside teams, trust is shaped by how you show up, what you prioritise, and what you are willing to say out loud, even when it feels uncomfortable.
Many senior professionals - especially lawyers - take pride in being a trusted advisor. But when you step into a leadership role, the equation shifts. You’re not just valued for your judgment. You’re relied on for your presence, clarity, and ability to bring others with you.
Most high performers think of rest as something they’ll get to after the work is done. But neuroscience shows that recovery isn’t the reward for performance; it’s the prerequisite.
When we’re under-recovered, the very parts of the brain that handle judgement, emotional regulation and perspective shut down. If you’re leading from a tired brain, you’re flying without the tools you need most.
Many experienced leaders want to “do the work” and stay above the politics. But once you’re at the table, presence isn’t optional. It’s part of the job and the lever for influence.
Leadership at the top levels isn’t about trying harder. It’s about leading from values-based coherence, not performance. Here’s what I’ve seen that makes the difference.
Much of the leadership development conversation centres on what we do: strategies, decisions, results. But just beneath the surface, there’s another layer of effort shaping how leaders operate. It’s subtle, often invisible to others, and surprisingly exhausting. I call it executive vigilance.
It’s easy to become the go-to expert, and harder to shift into enterprise leadership. That transition is rarely about working harder. It’s about leading differently – in, not alongside, the organisation.
How do you stay true to who you are while stretching to meet new demands? This week, I explore the tension between authenticity and adaptability, and 3 questions to help you find the overlap.
Why we’re clearer on other people’s problems than our own—and a simple question I use in coaching to reset perspective.
When being good at work stops helping you - and starts holding you back. A reflection on how real leadership sometimes means letting go of doing things right.
Five ways to say no at work without burning bridges. Practical, human strategies for staying honest and strengthening relationships.
You’re not miserable, but you’re not energised either. You’re running hard, but towards what, exactly? Tick, tick, tick… the checklist is being completed, but there’s no sense of WHY.
Strong leadership teams can think fast and move in sync - but that same cohesion can sometimes dilute individual judgment. How do you navigate the tension between being a valuable part of the group and staying grounded in your own thinking? True distributed consciousness needs both.
Are you mistaking agreement for alignment?
It’s easy to confuse polite nods for genuine buy-in. But when people hold back their real views, execution falters. In this post, we explore how distributed consciousness - not surface consensus - creates real alignment, and why constructive challenge is a sign of a healthy team.
You don’t have to do all the thinking.
But you are shaping how it happens.
The best leaders don’t just give answers—they quietly design how their team thinks: what people notice, how they decide, and how they feel when things are uncertain.
Shifting from being the central brain to the architect of collective thinking might be your most powerful leadership move yet.
Leadership isn’t about doing it all. It’s about knowing what not to do. The best executives deploy the art of subtraction… here’s how.
Your brain runs on fuel—sleep, movement, and nutrition. Neglect them, and your leadership suffers. Here’s how to optimise your leadership diet.
Confidence isn’t about knowing everything - it’s about trusting yourself to navigate what comes next. But too much hesitation can derail even the most seasoned leaders. If you’ve ever second-guessed a decision or held back in a meeting, this one’s for you. Here’s how to tap into your expertise and lead with conviction.
True leadership isn’t about having all the answers—it’s about balancing confidence in what you know with curiosity about what you don’t.
Managing work/life boundaries in senior roles isn’t always about logging off - it’s about setting intentional, realistic limits that work.
No matter how approachable you are, power dynamics mean your teams hesitate to share the full truth. Learn how to create real psychological safety.
Most leadership success is measured in numbers—revenue, engagement, retention. But some of the most critical leadership skills aren’t easily tracked.
How well do you handle unfinished business? Can you influence beyond your authority? Do you recover quickly from bad decisions?
These invisible factors separate good leaders from great ones. In this post, we break down five leadership metrics no one talks about—but every leader should master.
One of the toughest challenges in leadership is guiding your team through a change you don’t fully agree with. It’s a test of professionalism, resilience, and values—especially when the line between authenticity and organisational unity feels razor-thin. Here are some tips for handling this challenge.
Arrrgghhh! I am so sick of hearing this about capable, highly experienced women leaders.
When everything feels out of control, focus on what you can control: yourself. Here’s three tips for creating calm in the storm
Working with a client a few weeks ago, we came up with this model for the "perfect" senior leader. They combine strategy, execution, team building and influence. Where do you see yourself on the model?
Executive presence isn’t about sounding serious or dressing sharper. It’s about confidence, clarity, and composure. Here’s how to get it right.