Why Capable Leaders Reach Out for a Coach — And What the Evidence Says About Why It Works
Three separate strands of research — leadership agility, transformational change, and coaching triggers — converge on the same point: capability alone is not enough. Context is where a coach makes the difference.
From VUCA to BANI: What the Next Wave of Leadership Research Means for Your Business
Leadership research is beginning to shift from VUCA towards BANI — brittle, anxious, nonlinear, incomprehensible. Here is what that means for how organisations should be developing their 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.
Three Capabilities Every Resilient Leader Needs: Cognitive Agility, Emotional Intelligence and Behavioural Adaptability
Recent leadership agility research names three developable capabilities that determine how well leaders respond to volatility and uncertainty — and shows how each maps to The Resilience Wheel.
The Real Reason Change Programmes Stall: What a Meta-Analysis of 5,651 Leaders Reveals
A 2026 meta-analysis of 5,651 leaders found leadership effectiveness in change is highly context-dependent — generic change leadership models consistently underperform against diagnosed, context-specific approaches.
Why Agile Leaders Still Get Stuck: The Organisational Conditions Behind Leadership Agility
A 2025 review of 116 studies shows leadership agility depends on more than individual capability — the organisation has to supply psychological safety, information and decision latitude before that capability can show up.
The Resilience Audit: How to Know Whether Your Organisation Is Getting Stronger or Just Getting Through
Most organisations cannot distinguish between compounding resilience and adequate survival — the two look similar in good conditions and diverge sharply under pressure. This blog introduces the Resilience Audit using the three Resilience Wheel diagnostics as the assessment architecture, explains why all three levels are necessary, and connects the audit to the commercial conversation that makes the investment case before the crisis rather than during it.
What Your Organisation Is Learning From Other Organisations — and Why It Probably Isn’t Enough
Inter-organisational learning — the deliberate transfer of knowledge and insight across organisational boundaries — is one of the most consistently underused and most evidenced resilience-building practices available, and this blog makes the case for building it deliberately, introduces The Forward Table as its structural embodiment, and connects it to the Support dimension of The Resilience Wheel at organisational scale.
Thriving Is a Verb, Not a Destination: What the Research Says About Sustained High Performance
Thriving is not a state to be achieved and maintained — it is a practice to be sustained through deliberate, specific, ongoing engagement with the conditions that produce it, and this synthesis blog draws together the full evidence base across the Learning and Resilience series to make the complete case for what sustained high performance actually requires in a permanently changing world.