The Stiff Upper Lip Problem: How Leaders Actually Help People Feel Better Under Pressure
"Keep calm and carry on" is one of the least effective ways to help someone through a hard day. This blog sets out the eight strategies leaders use to support others, why closeness comes first, and practical swaps for the most British instinct of all.
Your AI Agents Are About to Get Better Job Descriptions Than Your Managers
Before an AI agent is allowed to act, McKinsey says it needs a named owner, clear limits, an escalation route and autonomy earned in stages. Most managers never get that much clarity. Drawing on McKinsey’s new guide to agentic AI, Gallup’s 2026 data on AI adoption and remote work, and new research on leadership character, Russell Harvey sets out what L&D must build now, and why remote teams will feel the shift first.
The Experience Dividend: Why Your Experienced Leaders May Be Your Best Change Stabilisers
Older workers are often cast as resistant to change. New University of Sheffield research suggests they may be the people most motivated to help colleagues through it. Here is what the study found, and how to use the experience dividend well.
Surviving, Coping or Thriving? Seven Places to Look Before Your Next Change Programme
Resilience is observable. This blog shows what surviving, coping and thriving look like across the seven dimensions of The Resilience Wheel, explains how the everyday model and the eight-state field guide fit together, and sets out what helps people move up the continuum.
Quiet Is the New Burnout: Why UK Leaders Are Walking Past Disengagement
Leaders scanning for stress walk straight past the person who has simply stopped caring, because they look calm. This blog sets out the behavioural difference between burnout and disengagement, the two questions that tell them apart, and a free field guide for leaders.
Psychological Safety Isn’t Optional: Why Your Best Leaders Can’t Be Agile Without It
Leaders are not resistant to change — they are often responding rationally to organisations that punish the very experimentation and speed they are asked to deliver. Psychological safety is the missing condition.