At senior levels, over-explaining erodes confidence. Try this instead…

Consistency builds trust. But the bravest leaders know when to change their mind — and why it builds credibility, not weakness.

“Lazy” is often seen as a flaw. But what if a little laziness is actually the secret to effective leadership?

People often wear cynicism like a badge of honour. But true leadership calls for healthy scepticism instead. Here’s the difference, and why it matters as you become more senior.

When I first heard the phrase “holding space,” I thought it was woo-woo nonsense. Now I see it as one of the most practical disciplines a leader can have. Here’s why.

If your sense of worth lives in your title or others’ approval, you’re vulnerable. Here’s how to build an internal foundation you can carry anywhere.

If, as a leader, you allow suspicion to become your default, you are not doing yourself, your team or your organisation any favours. Instead, most of the time, start with curiosity. Here’s why…

Should leaders trust their gut? Or override it?
Your nervous system is constantly scanning for threat, connection, and meaning. It’s a powerful source of information, but not always an accurate one.

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.