It’s astonishing how quickly a number can crawl under your skin and start telling you who you are. I’ve lived there. Most of my clients have too. This is a real story, from a real client, about that moment—and what it looks like to respond differently when it happens.

Being on a top team is a shift to collective ownership of the whole organisation. It’s a shift few organisations do well. It requires prioritising enterprise over silo, engaging in honest challenge, and holding each other to account. How you show up together becomes the culture everyone else experiences.

If technology removes the friction that used to build mastery, we may gain faster outputs but lose something deeper: the satisfaction of becoming truly good at what we do. What happens to motivation, pride, and identity when the craft itself is slowly outsourced - and what are the ramifications for productivity?

When a client says, “That’s just the way I am,” are they naming a trait, being human or protecting themselves? The line between supporting growth and interfering with identity is thinner than we may think.

This is what I imagine America Ferrera’s take on leadership would be… Enjoy!

Most leaders know what they want to change — but under pressure, insight alone rarely translates into different behaviour. This article explores the biological psychology beneath leadership, showing why change begins not with mindset or discipline, but with the nervous system. If leadership happens under pressure, then the body is the place to start.

Robert Kegan’s theory of adult development gives us a helpful way to understand how our inner world evolves - from being shaped by others’ expectations, to defining our own values, to holding multiple perspectives at once. It’s a lens that captures something important about how adults evolve: as our meaning-making expands, so does our capacity to lead with curiosity, presence and intention. Coaching is one of the most powerful catalysts for this shift, creating the reflective space where old patterns become visible and new ways of thinking can take root.

When life or work feels uncertain, our nervous system does what it’s built to do - protect us. But those same protective stories can also keep us stuck: overthinking, avoiding risk, or chasing certainty at all costs. This piece, drawn from my Re:Work Live session “Finding Steady Ground When Everything’s Changing,” explores what really happens inside us during transition - and how developing mindsight can help us pause, notice, and choose our next steps with greater calm, clarity, and courage.

Leadership doesn’t happen in isolation. It’s shaped in the space between you and everyone around you. This is why advice like “don’t compare yourself to others” falls flat. We do compare. We’re wired to. The real work is noticing the forces that help us thrive and the ones that quietly hold us back.

Human beings are meaning-making machines. We don’t just see the world. We interpret it, through a set of invisible distortions that help us feel safe, connected, and in control. This article explores some of the most common perceptual biases - from confirmation bias and self-serving bias to the halo effect - and invites reflection on what it means to notice, rather than fight, the beautifully flawed ways our minds make sense of the world.