The job is to coach the person, not the problem
Since finishing a coaching assignment on my own philosophy, and hitting go live on YouTube for the first time, I've noticed the same instinct getting in the way twice: the urge to perform competence instead of simply being present.
It was never about you
Why do some managers target their high performers? A question from the comments took this week's thinking somewhere new.
The culture was the diagnosis
Fifty comments from health and social care workers and the Ockenden report point to the same conclusion: it's the culture, not the individuals.
The most useful thing I said was nothing
After thirty years of having the answer, I'm learning a different kind of value. It turns out silence is a skill.
Why I applied
I applied to join the board of the Joseph Rowntree Charitable Trust late last year, and it's now official. Here's what their Quaker way of doing business has taught me, and why discernment might get you further than a vote ever could.
Starting anyway
A year ago I pressed record in a room in my house and talked to the camera on the back of my phone. This week marks twelve months of that channel, and what I've learned has very little to do with YouTube.
What we're capable of building
Beauty doesn't happen by accident, and neither does cruelty. Both take organising. So why are workplaces so often organised for burnout rather than for thriving?
Working things out in public
Lucy Caldicott shares her coaching philosophy in progress: full service to clients, no fixed models, and equity in the foundations.
Single point of failure
What happens when a leader keeps their team from connecting with each other? This week I'm thinking about divide and rule, and what it costs.
The leader who made themselves unnecessary
This week's newsletter is about humility in leadership, and what geese can teach us about who gets to be at the front.