Autocratic leadership may create an illusion of control, but the cost is high if overused, causing fear, silence, and disengagement. When leaders prioritise obedience over trust, they stifle creativity, erode psychological safety, and risk isolating themselves from those they lead.

What you don’t tell your team matters as much as what you do. When leaders avoid honesty, employees fill the gaps with their own stories - often worse than reality. Transparency builds trust, while withholding information fuels fear and uncertainty. This blog explores the challenges of being honest, why it’s part of human nature and offers a way forward that’s courageous and clear.

For minority leaders, every day presents a choice: speak up and risk being dismissed, or stay silent and preserve harmony. Both options come with a price and a prize but neither are guaranteed until you’ve taken the leap. This article explores what I have learned from working with some incredible, brave and resourceful humans.

Many coaching clients seek out coaches who understand their sector. Whilst that may have some benefits in a mentoring relationship, this blog argues that sector/industry knowledge should not a top priority when looking for the right coach for you.

We often forget that behind the title of "leader" is a human being. The very qualities that make us human are the same ones that challenge our effectiveness as leaders. And those things that make us imperfectly human are what give us the capacity to lead with heart, wisdom, and resilience.

This blog offers an exploration into what I think leaders need most urgently to thrive in today's world. It is based on what I am witnessing with clients and what our team is hearing from our resilient leadership programme participants. Remaining calm, seeking clarity, being courageous, offering compassion, and maximising curiosity—these are hard skills that can be built through self-awareness and self-care.

Two (or more) seemingly contradictory things can be true at once. But, our brains really don’t like it. One of the hardest things to do in leadership is be curious about the contradictions and paradoxes in the world, their relationships and within themselves.

When stuff happens, we draw meaning from it and the meaning we draw isn’t always fair. Leaders who are aware of this, who check their assumptions and lean into curiosity reap the rewards of enhanced communication, better relationships and greater levels of trust. This blog explores one common form of meaning-making, the fundamental attribution error.

Most of us, myself included, value expertise. And because we value expertise, we are tempted to view people who have it, or have relatively more of it, more favourably than those who don’t - and this gets in the way of our individual and collaborative efficacy. In my humble and expert/non-expert opinion... 😅

Relentless hard work, busyness, being always ‘on’ has become the norm for most of the leaders I work with. Most of my clients put this down to the sheer volume of work expected of them. When we dig a little under the surface, we find there is much more to it than that. This blog unpacks everything I have learned about the ‘busyness epidemic’ in my years of coaching executive leaders.