Years ago, I implemented a policy that prohibited hiring immediate family members within my organization. It wasn’t personal—it was preventative. At the time, we had a high number of close relationships woven through the company: fathers and sons, siblings, even partners. And while many of these dynamics were positive, they inevitably led to complex people challenges—conflicts of interest, blurred lines of accountability, and workplace politics that were difficult to untangle

What’s your first reaction when someone say, “Can I give you some feedback?” Is it ‘Uh oh, what have I done wrong? Or did you think “Oh, I wonder what I can learn?”. For so many of us, this phrase triggers a deep, familiar discomfort. Maybe it’s the tone. Maybe it’s the history or person delivering the message. But more often than not, it’s the stories we carry of feedback that was poorly given, unfair in nature or perhaps judgment masquerading as “development”. Let’s face it

If there’s one non-negotiable in building strong teams and resilient workplaces, it’s trust. Not vision. Not strategy. Not even talent. Without trust, none of those things stick. Trust is the invisible thread that weaves through every successful team dynamic—it allows us to take risks, share ideas, admit mistakes, and stay committed to something bigger than ourselves. It’s not just a nice-to-have. It’s the foundation for connection, collaboration, and performance. A client on

We often think of toxic employees as anomalies—individuals who somehow slipped through the cracks and poisoned the culture. But here’s the uncomfortable truth: most toxic employees didn’t start that way. They become that way when leaders and organisations fail to set clear expectations, offer constructive feedback, or follow through with meaningful accountability. It’s rarely a switch that flips overnight. It’s a slow erosion—of boundaries, clarity, and honest communication—u

In my early years as Head of People and Culture, I’ll admit—I was completely out of my depth. I had the necessary HR experience and qualifications however, I hadn’t led a team before, didn’t know how to read a profit and loss statement, and had no idea how to conduct myself at the executive table. I cared deeply about people and culture, yet I struggled to translate that care into commercial terms. When asked to articulate my contribution in ways that linked to profit, growth

Does your work ever feel like you’re running fast but getting nowhere—like being stuck on a treadmill? In contrast, think of your important work as a trail run: a purposeful journey that might move at a slower pace, but takes you somewhere that truly matters. This is a challenge faced by professionals everywhere—leaders, executives, project managers, and HR teams alike. No matter your function, the constant pull of “urgent” tasks can crowd out the meaningful, strategic work t