Success & Leadership

They Call It a “Type.” We Call It a Leadership Style.

Let us consider nine familiar categories often used to describe how people show up at work. Introvert. Extrovert. Optimist. Perfectionist. Useful labels on the surface, tidy enough to feel clear, smart and complete. The kind of framework that gives the impression of understanding people quickly.

But human behaviour, especially in leadership, is rarely that simple because simplicity can be misleading.

What these labels show is that leadership rarely acknowledges behaviour and cannot be judged in a vacuum.

Why?

Building Trust When Change Never Seems to End

“This feels like the fifth change this year.”

In many large corporates and listed organisations, particularly across financial services, consulting, technology and professional services, this sentence is no longer an exaggeration.

It reflects everyday organisational life. Change has ceased to be episodic and has become structural, restructures overlap with technology transformations, strategy resets follow cost‑reduction programmes and new operating models are introduced before the previous ones have settled.

For employees, the issue is rarely resistance to change itself. Decades of organisational research show that people are capable of adapting when they understand what is happening, why it matters and when recovery is possible.

5 Differences Between a Coach and a Consultant

…and What It Is Costing You If You Get It Wrong

Not all expertise is equal. Not all support builds power.

Coaching is not soft. It is one of the most evidence-backed economic, social and human sustainability tools available and most organisations are using it wrong or not enough.

Are You Leading… or Performing Leadership. In A Way That Is Quietly Holding You and Everyone Around You Back?

Most people believe leadership is about visibility, confidence or position. Yet the data tells a very different story. According to Gallup (State of the Global Workplace, 2023), only 21% of employees globally are engaged, with poor leadership cited as a primary driver.

In the UK, the Chartered Management Institute reports that 82% of managers are “accidental managers,” promoted without formal leadership training.