Every founder and leadership team wants to attract the right people, but too often, they forget to ask a more powerful question: Are we intentionally choosing our stakeholders, or just accepting whoever shows up?

Vulnerability is one of those leadership topics on which everyone has their position, generally based on long-held beliefs that are difficult to shift. Some leaders believe that sharing a lot and often is the best way to connect with their team, while many leaders hold a contrasting point of view that works on the ‘share as little as possible with as few people as possible’ principle. Both are flawed, but both can work effectively in certain situations.

Many founders are too selective with transparency—sharing good news but withholding challenges. While understandable, this creates isolation for the founder and disengagement in the team. True transparency is hard to build, but once established, it fosters deeper conversations and more effective organisational growth.

Having an aligned company, i.e., one where the core components are agreed upon, understood, and operated by everyone involved, is the Holy Grail for most Founders, CEOs, or MDs. If this is the desirable state, then it stands to reason that the opposite state…

Attributes are commonly accepted as positive, and flaws as negative. As individuals and leaders, we look to increase the former and eliminate the latter whenever possible, whether we are considering personal development or developing team members. But the rub here is that attributes can become flaws if we overplay them.

To say we are living in uncertain times is probably an understatement right now, given the level of macro uncertainty we are experiencing. So, the question we would like to focus on this week is ‘How to lead through uncertainty.’

When it comes to assessing how effective your business strategy is and whether you have achieved the expectations you set at the start of the year, there are only three conclusions that can be reached

At our recent client retreat, the session we facilitated on Social Responsibility generated the most profound and emotionally charged discussions over the three days. Leaders shared their current commitments and initiatives (which were impressive), but there was also a collective realisation in the room that they could be doing so much more…

In today’s continually changing business landscape, incremental tweaks aren’t always enough. You might find your company is enjoying a period of stability, where routines and processes become second nature. But when those internal inefficiencies and external disruptions build up, a sudden, transformative change isn’t just inevitable—it’s essential. That’s where the punctuated equilibrium model comes in.

The strongest organisations invest in their least experienced members. Leadership coaching shifts mindsets, while simulations build skills in a risk-free environment. Prioritising continual learning enhances performance, confidence, and client experiences—a true win-win-win.

Like many leadership challenges, a paradox exists at the core of instilling transparency that must be acknowledged and addressed before significant progress can be achieved.

Empowerment is not about giving power but unleashing the power within. True empowerment requires going beyond surface-level changes and embedding it at three levels: Leadership Level, Individual Level and Organizational Level.

True embedded empowerment feels uncomfortable at first but, when done right, becomes liberating and transformational for both leaders and the organization.

As a coach I want my client to feel enthused at all times and confident that they’re making progress to where they want to be. If you recognise some of the situations and emotions in this article, I have a solution for you…

Your toolset represents the conditions and resources at your disposal and will need a wider, more complex focus to master. Don’t feel daunted. Although, improving your people, processes and systems can seem insurmountable, you don’t have to do it all at once.

Stickiness is how well your business and the offering it provides resonates with its stakeholders. The stickier the more long-lasting and committed relationships you will have with your clients, employees and partners. With increasing competition and focus on marketing, it’s essential your brand is the first that comes to mind when people think of quality and consistency.

Culturally, it is often considered a negative attribute to be vulnerable. However, I would argue that a degree of vulnerability is an important ingredient for running a successful business.

When climbing a mountain, the ultimate goal is clear – to reach the top. The most efficient, safest routes are identified, so the journey can be as smooth as possible. There are points where speed is important, where conditions are poor and pausing too long is hazardous. However, a vital part of this endeavour is taking breaks to reenergise and assess the path in front.

Running a successful business is a team game. You can have the most qualified people, but this is meaningless if don’t work together. To ensure that your company is as efficient as possible, you must have functioning communication channels open with your key stakeholder groups, inside and outside of the organisation.

To properly pursue your ambitions, it’s vital that your organisation is financially resilient. Feeling confident that you can navigate potential challenges and capitalise on opportunities relies on having reserves to call upon when needed. The future is unpredictable, so giving yourself the best possible chance, whatever arises, is the best strategy.

To enhance the relationships your company has, consider risk and reward. What to people risk by ignoring your offering and looking elsewhere? What reward will they receive if they do buy from, work for, or assist you? Get into the mind of your stakeholders and work out what your organisation means to them.