Another high-pressure management meeting has just closed with no clear actions. Targets missed. Heightened tension about employee bonuses still not finalised. The general manager leaves quickly, face unreadable, as she rushes to another meeting.
There comes a time in every team, when the energy seems to dip.
Middle managers are burning out faster than ever before.
Sitting between the executive team and the frontline they act as a linchpin. Translating high-level strategy into actionable plans ensuring senior leadership goals are effectively implemented on the ground.
In the workplace, we all know the importance of accountability as a leader. Yet, rarely do we talk about how personal responsibility drives accountability.
Dealing with uncertainty is at an all-time high. According to the Global Policy Uncertainty Index, concern about the impact of policy decisions on business and markets hit its highest point ever in January, exceeding the previous peak in May 2020 during the height of COVID.
Successfully leading teams today is very different to leading a team even a decade ago.
Since COVID, the world of work has undergone a seismic shift. In the past, leadership was often defined by hierarchy, authority, and a "leave your feelings at the door" mentality. But today’s employees bring their whole selves to work—and they expect their leaders to meet them there.
The most effective leaders don’t just lead teams—they lead themselves first.
A few years ago, I was sitting in a large auditorium listening to the wonderful, Jim Collins, who studied what makes great companies tick for twenty-five years.
High performers are the backbone of any successful organisation. Understanding how to harness their potential can elevate your entire team's performance to new heights.
With job insecurity, economic uncertainty and the pressure to do more with less, thriving at work can almost seem like a pipe dream.