Our Leadership Insights

By 2035, leadership will be transformed by AI. Discover how augmented leadership blends technology and human skills — and how leaders can prepare now. 1. Standing on the Brink of a New Leadership Age In the early 1900s, leaders who mastered electricity and mass production didn’t just run businesses — they reshaped entire industries. Fast […]

Organisations are navigating more change than ever, yet only 8% of executives are considered strong at leading through it. The problem may not be change fatigue at all, but a leadership capability gap hidden beneath apparent agreement.

This week, we explore the “false alignment” trap, where leadership teams leave the same meeting with different interpretations of what was decided. We also share a practical five-question Alignment Audit to help leaders turn a nodding room into a genuinely decided one.

For years, organisations have focused on closing skills gaps through recruitment, training and development. But what if the bigger challenge isn’t finding capability, it’s mobilising it?

As job mobility declines and work continues to evolve rapidly, many organisations are discovering they already have valuable skills inside the business, they just can’t see them, move them, or deploy them quickly enough. In this article, we explore the concept of talent velocity and why an organisation’s ability to identify, build and mobilise capability may become a greater competitive advantage than capability itself.

Read on to discover why leadership teams may have a velocity problem, not a training problem.

Modern workplaces rely on people to think clearly, solve problems, make sound decisions and adapt to constant change. Yet many organisations have unintentionally created environments that make those tasks harder. Endless meetings, constant notifications, competing priorities and growing information demands, including those driven by AI, can leave people cognitively overloaded and struggling to focus.

This article explores why brain health is not just a wellbeing issue but a leadership and performance issue. It examines the role leaders play in creating workplaces that support attention, judgment, creativity and psychological safety, and offers practical ways to reduce cognitive overload while improving individual and organisational performance.

Organisations are investing in AI, encouraging adoption and training their people, yet many are still struggling to see meaningful business value. This article explores why the missing ingredient may not be better technology, but better leadership, and what leaders need to redesign across work, decision-making and capability development.

Why do experienced leaders still struggle to do what they already know they should do?

This month’s article explores one of leadership development’s biggest challenges: turning knowledge into sustained behaviour change.

We unpack the difference between learning new skills and developing the mindset needed to apply them consistently, especially when complexity, ambiguity, and competing demands come into play.

It’s a timely reminder that leadership growth is about more than adding tools to the toolbox. It’s about expanding the capacity of the person using them.

As AI becomes increasingly embedded in decision-making, many leaders are asking how the technology will change the way we work. A more important question may be what happens to human judgment when decisions become faster, easier, and increasingly AI-assisted. This article explores why AI may amplify existing thinking rather than improve it, and why strong judgment could become one of the most important leadership capabilities of the future.