Leadership & Learning

Change doesn’t fail because the idea is bad. It usually fails because we rush the early stages, ignore the human system, and assume a PowerPoint deck is a plan. Your best chance of success is won or lost long before the plan is signed off. In this first article of the series, I’m looking the people element in the planning checklist: who you involve and how you create the conditions for change to emerge rather than be imposed. 1. Start with shared purpose, not a slogan Before

When Jen took over a struggling project team, the problems looked technical: missed deadlines and milestones, re-work and poor decisions. But in the first week, she noticed something deeper - people stopped talking when she walked past, updates were factual but flat, and no-one was willing to bring up risk early on. At first her attention went straight to the plan and the process, what changed everything was when she shifted her attention to the emotional temperature of the t

In my last post I wrote about the attention advantage and how what you choose to notice as a leader quietly shapes everything else in the system. Today I want to stay with that idea but flip the lens from time management to something more fundamental: your energy. “Think about the leader whose diary is packed from 8 till 6, yet who finishes most days wired and exhausted. They are meticulous about where their time goes, but far less conscious of what it is doing to their body,