Why Good People Start Working Around Each Other
Nobody plans for this. It rarely starts with ego, politics or obvious dysfunction. It happens in organisations full of decent, capable people trying to do good work in difficult conditions - and slowly, without anyone saying it out loud, collaboration gets heavy and accountability gets blurred. This article explores what's really happening when good people start working around each other and what leaders need to do about it.
Why "Doing More With Less" Is Breaking Teams, And What Actually Works
When hiring freezes, most organisations respond by pushing harder on efficiency - cutting waste, tightening processes, squeezing more from already stretched teams. It's usually the wrong lever. This article explores why effectiveness matters more than efficiency when capacity is constrained, and how a strengths-based approach unlocks capacity leaders didn't realise they already had.
What CliftonStrengths Actually Reveals, And Why Most Leaders Are Surprised by the Answer
Most leaders can tell you what they're good at. Far fewer can tell you precisely where their strengths come from, how those same strengths can become liabilities under pressure, or what's missing in their team because of how it's currently built. CliftonStrengths answers all three questions, and the answers are rarely what people expect.