In the first post of this series, we highlighted the leadership challenge of staying focused amid constant, disruptive change. Making sound decisions in such an environment is critical, but the pressure to make them instantly has never been greater. The risk is that we act quickly at the expense of finding solutions that will actually work in the long term. Of course, there are situations in which it’s better to decide by yourself and act quickly, for instance:  if you have a

Over coffee with a group of friends last week, the talk was all about how we're using AI at work. Some of the group were full-on enthusiasts, others rolled their eyes (as one put it: “We’ve officially hit peak AI BS”), and most of us were somewhere in between. What was clear, though, was that nearly everyone had been nudged (or shoved) by their employer to start using AI, and not always with smooth results. One said: “My manager asked if I’d used AI to write my latest report.

What are the challenges facing leaders as they head into 2026 and what will help them navigate a way through

We’ve been talking about ‘safe uncertainty’ recently with a client managing a major organisational change. It's a concept that originates from the field of family therapy, but what can it tell us about building effective and resilient teams in times of uncertainty?   Psychotherapist Barry Mason explored how people and groups, particularly children , navigate change and ambiguity, moving from chaotic family situations into care or fostering environments. He distinguishes betwe