Peter James Why appreciation is a leadership responsibility—not an optional personality trait One of our clients described a conversation that stopped her in her tracks. She was presenting to leaders in her organisation about people engagement. The overwhelming response was a question: “Why should I say thank you to someone for just doing their job?” [...]
What causes it, why it matters, and how leaders can address it without undermining motivation. Imagine a highly capable employee who believes their results excuse the way they speak to colleagues. A manager who insists on accountability from everyone except themselves. Or a team member who expects first consideration for every opportunity but sees little [...]
By Peter James Why understanding personality, perception and behavioural triggers is essential to building better workplace relationships. Have you ever noticed how two people can work with the same colleague and come away with completely different opinions about their personality? One describes the person as confident and decisive, while the other sees them as arrogant [...]
Why all behaviour, good or bad, might be more self-serving than we'd like to admit.By Peter JamesHere's a thought that might make you a little uncomfortable. All human behaviour is self-serving. Yes, all of it. The good, the bad, the ugly, the generous, the selfish and even the downright nasty. Before you decide that's a [...]
When most people think about ADHD, they picture someone who is easily distracted, struggles to sit still or finds it difficult to focus. While there is some truth in those stereotypes, they only scratch the surface of what ADHD actually is and how it shows up in the workplace. One of the most important things [...]
Viktor Frankl noticed something after the Second World War that still has something important to teach us about retirement. As a psychiatrist, he observed that many people did not feel most unsettled when life was busy, demanding or difficult. They often felt worse when life became quiet. Sunday afternoon, in particular, seemed to expose something. [...]
There is a question often linked to Carl Jung’s work: why do people suddenly start hating you? For leaders, this can feel deeply personal. One day, someone is cooperative, warm or even supportive. Then something shifts. Their tone changes. They become distant, critical, passive-aggressive or openly hostile. You are left wondering: What did I do? [...]
One of the most useful leadership ideas to emerge from the military over the past century is the concept known as Commander’s Intent. While the phrase originates from military doctrine, the principle behind it has enormous relevance for modern organisations, particularly those operating in complex, fast-moving environments. At its core, Commander’s Intent is about clarity. [...]
There was a time when building your network meant building it inside one organisation. If you stayed long enough, worked hard enough, and built the right internal relationships, promotion followed. Your future sat within the walls of your employer. That world has changed. Today, job tenure is shorter. Restructures are common. Industries evolve rapidly. Loyalty [...]
The Hidden Source of Stress in Modern Leadership We have all heard the humourous lines about stress. One suggests that the greatest source of stress is other people not doing or thinking what we believe they should. Another describes stress as that moment when the mind overcomes the body’s desire to strangle someone who desperately [...]
Dr Susan Roberts says: