Sometimes pushing back can be particularly challenging when a stakeholder is angry and/or powerful. It requires a delicate balance between maintaining the relationship and respecting your own limits. Here are 5 strategies that you can use to push back effectively in these difficult situations.

Dispositional attribution vs situational attribution.

If someone else does something wrong in their role as a leader, we tend to attribute it to their disposition. But if we do, we attribute it to the situation. I explore the difference in this week’s blog…

Imagine two circles. One represents you, one represents your role at work. How much overlap is healthy?

Here’s an exercise to help you answer that question.

Learning and growth require stretch and discomfort AND rest and consolidation

In the zeitgeisty rush to get out of our comfort zones, don’t forget to head back there sometimes for a little R&R.

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.

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.