Real connections and growth happens when we choose to embrace and give the unfiltered truth.

Effective training and development programmes should close the ASK (attitude, skills and knowledge) gap in its employees

Dealing with a know-it-all is a delicate balancing act.

Leaders with executive presence can command the room. They speak with conviction, confidence, and certainty, and can influence people at all levels.

In a world where customer preferences and expectations shift in the blink of an eye, mastering the art of anticipation can truly set you apart.

To be a “one size does not fit all” leader, we need to recognise that individuals have distinct personalities, motivations, and aspirations.

As professionals and leaders, acknowledging that our actions can create ripple effects leads to us becoming more intentional and mindful in our decision-making process.

By putting in place this three-step process to spot potential leaders, organisations can continuously cultivate a strong leadership pipeline.

How do we really identify individuals with a potential to lead? Here are some practical strategies.

Identifying individuals with leadership potential within an organisation is a crucial task for its long-term sustainability.

Presence doesn’t just mean being there physically, it also means being fully conscious of the person we are engaging with, creating a safe and supportive environment for exploration, growth and learning.

In my previous post, I talked about what it really means to be a good listener: that is, to listen with intent and for meaning. This week, we’ll cover “How to Ask Powerful Questions”, and how to apply it effectively as a coach-leader.

When it comes to being an effective coach-leader, an often overlooked but incredibly powerful skill is listening.

Organisations and individuals are investing in coaching simply because it works. Coaching helps individuals clearly see themselves and the possibilities ahead of them.

The Iceberg Model suggests that the behaviours and actions we usually see in people are just the “tip of the iceberg”, so to speak.

The concept of co-leadership sounds good on paper but is not easy to execute.

Having good personal boundaries makes good professional relationships but it can be a struggle, especially with an emotionally manipulative boss.

When motivation fails, all that’s left for us to do is get employees to do things. Is there a difference? Well, yes.

The Cost-Benefit-Mitigation framework enables teams to keep moving fast by making calculated decisions when faced with decision-making gridlocks involving two (or more) options.

Lessons from a 45-year old internal memo that paved the way for Nike to become a $135B company.