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When being good at the job isn’t the same as leading it - it’s more about range... A slightly uncomfortable read on why capability isn’t enough... You know that thing that happens when someone brilliant gets promoted… They’ve been exceptional at something: • Closing deals • Solving complex problems • Being the person everyone goes to So the organisation does the obvious thing. They give them a team. And then something shifts. Not dramatically. Not overnight. But you start to

A Year On, Here’s What We’ve Noticed January 2026 At the start of 2025, we didn’t publish leadership predictions… Instead, we made a few promises about what leadership would  demand  — and what might help leaders keep showing up well. A year later, it feels worth pausing to ask: How did those promises hold up in practice? Here’s our honest reflection — shaped by what we’ve actually seen “in the room” as coaches and facilitators. Promise 1 Leaders would need to keep two promis

Most people assume their best thinking happens at their desk. It rarely does. A desk is where you respond, deliver, look competent. Insight tends to appear everywhere else: on walks, in the shower, mid-meditation or at 3 a.m. when your brain decides to solve a problem.   Annie Murphy Paul’s The Extended Mind explains why and in doing so, quietly redefines what we mean by intelligence. Her central idea is simple: thinking isn’t an isolated, in-the-head event. It’s distributed

I read something from Simon Sinek recently that made me smile. He was talking about the difference between strategy and tactics. He used and analogy about the curious way finance and marketing people approach each other’s worlds. When marketing people hit a point in a project where finances matter, they tend to say: “We’re going to need finance’s help.” When finance people hit a point where marketing is clearly going to be involved, they tend to say: “We’ve got this—how hard