The Silent Cost of Avoiding Difficult Conversations: A Leader’s Guide
We’ve all been there. A team member consistently arrives late to meetings, disrupting the flow and frustrating colleagues. Or perhaps it’s the passive-aggressive comments in
We’ve all been there. A team member consistently arrives late to meetings, disrupting the flow and frustrating colleagues. Or perhaps it’s the passive-aggressive comments in
Picture two leaders: one is extremely negative, always glooming about why ideas “won’t work”; the other is uber positive, exuding “toxic positivity” and declaring everything
Let’s begin with a moment of self-reflection: As a colleague within your organisation, do you light up the room when you walk into it, or
In the work we do, we come across lots of leaders. Most of us have a story to tell about a leader who inspired us
“We cannot solve problems with the same level of thinking that created them.” Not for the first time, this profound insight from Albert Einstein made
Have you ever wondered what keeps your fellow leaders up at night? We did too. So, we’ve been on a mission, diving deep into conversations
In our first leadership insights article, as part of our newsletter launch, Gail Harrison, Sewells Owner and MD, challenges leaders to rethink their approach to
Let’s face it, managers, and particularly middle managers, are the organisation’s ‘engines’ and ‘gearboxes’ (no pun intended) that turn strategic intentions into performance and results.
What does successful change in your business or your team look and feel like for you? What are the barriers to making it happen? Asking
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