12 essays
Bad news rarely breaks trust; bad delivery does. Too often managers turn necessary cuts into needless cruelty. Yet, predictability, clear reasons, real control, and concrete compassion can preserve dignity and actually build trust even when decisions hurt.
A practical playbook for human-centred AI: redesigning workflows, building capability, governing judgment, and sustaining talent pipelines so AI amplifies human agency rather than hollowing out the organisation.
Most companies use AI, but few achieve real impact. In part I of this series I explore why people—not tools—determine AI maturity, and why the next serious organisations will dominate the space between pilots and profit.
Most organisations obsess over 10-year business strategies but forget to plan for the people who'll deliver them. Strategic people architecture fixes that. It institutionalises structured chance-giving, succession scaffolding, and developmental stretch—ensuring talent is grown, not guessed at. Done
Succession planning builds adaptable, emotionally intelligent leaders ready for complexity. It goes beyond replacing roles, pairing rigorous assessment with real growth. By developing latent talent aligned to organisational values, it secures future leadership and long-term success.
Succession planning must be cultural, not procedural. Pipelines grounded in organisational ethos—reinforced through mentorship and rotations—pass on tacit knowledge and identity. Transparent engagement builds trust, making leadership transitions fair, strategic, and resilient.
Succession planning sustains organisations by preparing for leadership transitions while protecting values and goals. It fosters equity, transparency, and cultural alignment, using mentorship and collaboration to balance stability with innovation and build resilient leadership systems.
A custodian mindset in management prioritises stewardship over control. It supports autonomy, ethical leadership, sustainable resources, and agility through empowerment, transparency, learning, and clear ethical frameworks.
Working with excellent colleagues is energising; managing poor performers is not. Incompetence, gaming, and legal barriers make dismissal costly, harming high performers. Strong performance management demands clarity, documentation, and strategic discipline to protect organisational integrity.
Once the capability gap is closed, instead of feeling fear and frustration about not knowing how to perform a role or achieve an outcome, staff are empowered to deliver value and be rewarded for their achievement.
In an era of heightened employee mobility, hybrid work environments, and a skills shortage, the idea of matching great talent with critical roles may not be new, but it is more essential than ever.
The challenge for managers is that we are no longer comparing apples with apples. Instead, we must leverage the power of personas to better understand the individuals that make up our teams.