We have never had access to more information, analysis or support for making decisions. AI can summarise a report in seconds, challenge an argument, compare scenarios, prepare a presentation, suggest options and increasingly carry out parts of the work itself. The possibilities are extraordinary, and they will undoubtedly continue to change how organisations operate. I am less convinced, however, that this makes leadership easier. In some ways, it may ask more from us. Leader

Coaching is often associated with moments of difficulty. When something is not working. When a decision feels stuck. When a challenge becomes visible. And in those moments, coaching can be helpful. But this view is also limiting. Because it suggests that coaching is only relevant when there is a problem to solve. In reality, many of the most meaningful outcomes of coaching happen when nothing is “wrong” — but something could become clearer, stronger, or more aligned. Coaching

In many organisations today, there has been a clear and welcome shift. We talk more about strengths. We focus on what works. We encourage, recognise, and reinforce. And for good reason. Research from Positive Psychology has shown how powerful positive reinforcement can be — for motivation, engagement, and confidence. For a long time, feedback was too often associated with: criticism, correction, and what wasn’t good enough. So moving towards a more positive approach makes sen

Most strategies don’t start badly. There is a vision.There are ambitions. There are numbers attached to it: increase market share, improve profitability, attract new customers, grow faster. On paper, it often makes sense. And yet, somewhere between the strategy deck and everyday reality, something happens. Or rather, something doesn’t happen. The results don’t fully follow. When strategy becomes a list of intentions Part of the difficulty is how strategy is often understood.

Why leaders often underestimate the power of recognition, focusing on mistakes instead of reinforcing success.