Your first 90 days as a manager: A simple plan that actually works
A simple 90-day plan for new managers: get to know your team and context, set up a rhythm of one-on-ones and team meetings, then build a plan you can deliver.
leadership
The most surprising thing leaders don’t do.
There’s one management behaviour that blows my mind whenever I hear about it. It’s when people tell me that their boss doesn’t routinely say hello to them. And it happens more often than you might imagine. For example, I was speaking with a team that…
“I don’t want to set a precedent” is the laziest phrase in leadership
“I don’t want to set a precedent” might be the laziest sentence in leadership. Here’s why. Too many leaders obsess about setting a precedent when making a tough decision. Because it’s too often used as a kind of get out of jail free card to…
6 tips for setting direction for your team when you’re still figuring things out
What do you do when you’re a manager … and you’re not sure what to do? That might sound like a contradiction. Managers are meant to lead. To provide clarity. To set the direction. But what happens when you don’t feel clear yet? Maybe you’re…
Positive affirmations for leaders: Woo or worthwhile?
I used to think positive affirmations were a bit silly. Quotes like “I am enough” and “abundance flows through me” feel vague, like the kind of thing you’d see printed on a cheap scented candle. But I’ve been doing daily positive affirmations for a few…
The leadership lesson I learned from stalling a car in Italy
Last week, I had the good fortune of driving around northern Italy. And the misfortune of stalling the car in front of a queue of irate Italian drivers 😆. I was driving out of Como when I stalled the car at the lights. Multiple cars…
From hustle to impact: Redefining what success looks like in leadership
I remember sitting at my desk at 6 am, having worked all night. I was exhausted but proud, thinking: this is what success looks like 🤦♂️. Because, when I first started working after university, I worked very long hours. Always on weekdays, but usually on the weekends…
Why good managers don’t jump to conclusions
A common issue amongst managers is attribution bias. We all do it. This is where we judge others by their actions, and ourselves by our intentions. For example, if someone on our team fails to meet a deadline, we might default to thinking it’s because…
Fifty shades of leadership: Why strong leaders sit with the grey
A huge issue in management is falling into the trap of black and white thinking. What is it? It’s called splitting in psychology – when we fail to see the shades of grey in issues (and in ourselves), and instead view people and situations as…
Why real leadership means doing the right thing, even when it’s hard
“Leadership is doing the right thing, even when it hurts”. This is a quote I picked up from Scott Galloway recently. And I think it’s a good point. We’re so often faced with a choice – in leadership, as in life – between what’s convenient…
Authenticity matters more than doing leadership the way it’s always been done
When we enter management, we often feel we have to become what we can see. We tend to assume that leadership has to look a certain way. That it needs to be strong, unemotional, rigid and in control – because that’s how it’s so often…
Systemic sexism in the workplace: How male leaders can acknowledge and help address gender bias
Sexism is a complicated topic, both in organisations and society more generally. As a man, I’m interested in how male leaders approach the topic of sexism. And – more importantly – how we can be advocates for addressing the issue. I know I’ll never fully…
Shiny suits and gruff exteriors: Why executives and workers aren’t so different
“It’s all very ordinary once you get past the shiny suits and gruff exteriors”. I read that somewhere recently, though I can’t remember where. It was about celebrities (or maybe organised criminals 🤔😆). But the line stuck with me because it applies just as much…
Why tough conversations aren’t harassment – and how to have them well
You can’t performance manage people anymore – you’ll just be accused of harassment. I’ve heard this so many times 🙄. And it’s just not true. So, why do people say this? I think some are genuinely misguided, but I think what many are really trying…
Daily Acts of Leadership: A simple tool to build stronger leaders every day
They’re here! Our Daily Acts of Leadership card decks are officially on sale 🥳🎉! Leadership isn’t just about the big moments. It’s shaped in the small, everyday actions that build trust, inspire others and create meaningful change. That’s exactly why we created this deck. Want…
Sonder and leadership: The one mindset shift that changes everything
Here’s a word for something we all know, but rarely articulate: sonder. American writer John Koenig published an ambitious book in 2012, ‘The Dictionary of Obscure Sorrows’. It’s an amazing project: he set about creating new words to describe complex emotions that lack a precise…
Behind the scenes: Launching our first physical product, the Daily Acts of Leadership cards
I felt a mix of anxiety and excitement as Joel carefully cut open the carton on my dining room table yesterday. Inside was the final piece of something we’ve been working on for months: our first ever physical product, the Daily Acts of Leadership card…
The key to better performance? Be hard on behaviour, soft on people
Are you hard on behaviour but soft on people? You should be. Here’s why 👇. Most people most of the time are trying their best. When people stuff up, it’s rarely out of malice. Remember Hanlon’s Razor: “never attribute to malice that which is adequately…
The CEO butterfly effect: 5 ways to stop wasted effort and improve decision-making
Picture this situation that I’ve regularly observed over the years. A CEO is discussing an issue with some people within the organisation. It’s a novel problem with no obvious answers. They’re wrestling with it, thinking it through and trying to work out together what to…
How to break down an us and them culture: The power of human connection in leadership
We are more decent up close. When we interact with others directly, we tend to treat them better. Because we see their humanity, understand their challenges and treat them with greater decency. Whereas from a distance, it’s easier to dehumanise others and ignore the impact…