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image of London with writing welcome to the traitors gate written on brick by the thames, representing the isolagenic culture paradox

The Isolagenic Culture Paradox

In my last blog, I explored the AI high-performance paradox, the reality that AI tools don’t automatically reduce human effort, especially as the pace of work keeps rising. This week, I want to build on that with another observation that’s featuring strongly in my State of Workplace Wellbeing 2026 report (coming very soon): our environments

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The AI High Performance Paradox - digital image of a human brain

The AI High Performance Paradox

Happy New Year. This is my first “SNAP” of 2026, and it comes straight out of the final draft of my latest State of Workplace Wellbeing 2026 report. A key theme that keeps coming up is AI creating as much pressure as it is possibility? Not because it isn’t useful, but because it’s arriving in

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A view of a clear road through the front window of a car, use to represent having agency and control over your life and destination

Agency: Are You Happening to Life, Or Is Life Happening to You?

I’ve talked recently about how boundaries can become contagious and the behaviours that can (often unintentionally) fuel burnout. I want to tie those threads together with a reminder that, in both areas, you have agency. Agency is an inner sense of ownership, your capacity to act independently and make choices that influence your day, your

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tennis court boundary lines

When Boundaries Become Contagious

When boundaries become contagious, it can set the tone of an organisation. I’ve run a series of masterclasses lately, and I’m constantly asked: “How do I set boundaries?”, “How do I defend them?”, “How do I get others to respect my boundaries?” In one masterclass, a group described a leader they admired. What stood out

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Behaviours contributing to burnout: A man sat in a dimly lit office working alone. The sky outside is dark, implying that he is working late.

Are Your Behaviours Contributing to Burnout in Your Organisation?

A question for you to consider – are your behaviours contributing to the burnout of people in your organisation? It’s a powerful question to reflect on. Most leaders I work with care deeply and role-model plenty of positives, but often there are a couple of small habits that quietly send the opposite signal. How Leaders

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A plain background with five circles containing symbols: audio volume, stop, pause, play and skip. The pause button is in the middle.

Why We Must Pause To Progress

Last week was a phenomenal one – events in Nottingham, Bradford, and then Edinburgh. At one of these events, I spoke to a woman who told me the most valuable thing she does when she’s stressed or overwhelmed is to stop. Pause encourages progress. It’s not procrastination or avoidance; it’s a way to cut noise

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