Diligence is a hallmark of Gen Z.

Achieving their goals really matters and they are prepared to work hard to reach them.

Time is a fixed constraint so how can senior leaders make the most of what they have?

This article explores three key challenges around the perpetual time crunch.

Every member of a leadership team must play a part in its development.

If you want to blaze a trail, you need to do it together.

Of all the key characteristics of Gen Z I describe it is this one which raises eyebrows the most often.  If you want to understand this generation, you really need to understand this.

Implementing a support plan for an underperforming team member can be challenging, but it is also a core part of management.

Interdependence is the opposite of independence. 

How well does it work in your leadership team?

Gen Z has inherited a perilous financial situation through no fault of their own.

How does this impact their outlook on life?

By fostering empathy and open communication, you can create a collaborative and respectful work environment for all ages.

Once established collective responsibility requires ongoing work. 

This is not just about a single difficult conversation.

This is the first of a series of blogs on Generation Z and it covers the first key characteristic – well-behaved.

What is your impression of how the youngest generation in the workplace are different?

The relationship between a senior leader and their line manager is arguably the most important of the lot.

They can be very good at generating those 3am thoughts and the Sunday evening blues.

Managing up effectively can save many hours and a great deal of anxiety.

But how to do it well?

No one wants to be thought of as a poor team player.

But the concept of collective responsibility is often misunderstood, and leadership teams often fall far short in practice.

Teams who rethink it can transform their performance.

How strong is it in your leadership team?

Here’s three features ’ to consider.

As my business year ends (and summer weather starts!) I wanted to share with you some of my reflections of the last year and to thank you all for your support.

Imposter syndrome affects almost every senior leader at some point in their career.

Those who never suffer from it have colleagues who wish they did.

Even the most experienced can face a crisis which leaves them feeling way out of their depth.

What happens if ‘imposter syndrome’ barely begins to describe the problem?

Here are four ‘how tos’ to consider.

Gaining a senior leader position is the beginning of a professional learning journey, not the end.

Yet many leaders can be reluctant to engage.

Having reached the top they feel they should have all the fuel in the tank they will ever need.

How can you ensure you have the fuel to tackle any fire which comes your way?

Here’s four ‘how tos’ to consider.

Who doesn’t love a bit of work-life balance? Or even a lot of it!

What do you really need to do to escape the perpetual grind?

For many, it’s the final frontier. The line they dare not cross.

Every other difficult conversation they will get to at some point, sometime. But not this one.

How good are you at managing upwards?

The feeling of being completely overwhelmed grows as the days go by and, slowly but surely, the concertina squeezes together.

It is a potent combination and you are in the middle of it

Every senior leader has experienced it. You get the job, prepare to start, get in the building and then…those eyes.

People look at you differently when you are senior. It is a whole new level of scrutiny.

Here are four ‘how tos’ for dealing with the stadium looking at you.

Events can come thick and fast in senior leadership. They arrive from nowhere, take over your working life and throw your best laid plans out of the window.

When so much is suddenly at risk what can you do?

Here’s four ‘how tos’ for dealing with terrifying unpredictability.