Category: Manage and lead others

In my work with executives, I routinely observe a striking gap between a leader’s self-assessment and objective reality. Some seek guidance because they are tired or sleeping badly. Others want to proactively protect their long-term performance and health. Either way, when asked how they are doing overall, they almost always rate their wellbeing much higher […]

Many managers are highly capable in their day-to-day roles. They hit deadlines, manage their teams, and keep operations moving. But when the work shifts from operational delivery to strategic thinking, a different set of skills is required. Stepping back from the immediate to assess complex information, weigh competing priorities, and make decisions with longer-term consequences […]

Leadership expectations have changed. Managers are no longer expected to simply oversee tasks, manage workflows and keep teams moving. They are expected to lead through hybrid work, support performance, maintain engagement, manage change, communicate clearly, and help their teams adapt to new ways of working. This is why choosing the right leadership training provider matters. […]

Promoting strong individual contributors into management is still one of the most common leadership decisions organisations make yet remains one of the least supported.  A high performer delivers results, earns trust, and gets recognised. The next step seems obvious: give them a team. But the move from doing the work to leading people is not […]

Leadership training is one of the most common investments organisations make and one of the least interrogated. Courses are rolled out, workshops are delivered, and managers are given frameworks for feedback, delegation, and communication. On paper, capability is being addressed.  But when organisations step back and look at how leadership actually shows up day to day, the same patterns […]

Everyone says truth matters – yet leaders speaking it clearly and fully is rarer than ever. Why is that so, and how do we fix it?  Edelman’s 2026 Trust Barometer shows we are plumbing new depths of a trust crisis. Whilst the last 12 months saw some paltry gains in some trust measures, across the […]

This month's Member Spotlight features Daniel Swart CPMgr AFIML, Head of Clinical Operations at QBiotics Group Limited Australia. Daniel's focus on team engagement and adaptability has been crucial for navigating organisational change, driving both individual and team success. In the article, he shares how the CPMgr accreditation has shaped his leadership approach, offering strategies for building resilience, enhancing team ownership, and aligning operational decisions with strategic goals

This month’s Member Spotlight features Harley Hochstetler CPMgr FIML, Executive Director of International Operations Hubs at Nielsen. Harley’s passion for continuous improvement and knack for tackling challenges with innovative solutions have made a meaningful impact on his teams and clients, simplifying and enhancing their work and lives. In this engaging feature, Harley shares his approach to preparing for 2025, offering actionable tips and strategies to help you set yourself up for success in the year ahead. Don’t miss his advice for driving growth and achieving your goals!

Psychological safety is vital for fostering innovation and openness, but without accountability, it can become a trap for mediocrity. High-performing teams find balance by combining safety with clear standards, constructive feedback, and a relentless commitment to aligning, collaborating, and learning together.