Am I happy or sad in this picture? The real answer is both. This was taken days before I left a job I loved, restructured out and no longer needed. We are complex people - we can carry sadness whilst enjoying the moment. If you're navigating your own transition and feeling torn between where you are and where you're going, let's talk about what support you need.

For senior leaders who are brilliant at helping others find clarity but struggling with their own next step. A reflection on the questions that helped me navigate career transition – and might help you too.

Connecting with people is my thing. I often say it's my 'superpower'. But you can't force it.

After leaving my last role 11 months ago, I'm reflecting on how easy it is to lose touch with people who mattered.

The worst teams lead organisations. And then they pay consultants and coaches to sort it out. While individual executives may be brilliant, as teams they often fall short. Research identifies three recurring patterns: the Shark Tank (hyper-competitive and political), the Petting Zoo (conflict-avoidant and complacent), and Mediocrity (lacking capability and looking backwards). But there are teams that work differently - and it's not an accident.

I'm sat in the optician's chair, trying contact lenses for the first time at 51 years old, and I can't shake the feeling that something fundamental has shifted.

Not just my vision (though that's definitely different). It's deeper than that. My face comes with glasses. Has done since I was 17. They're part of who I am. Without them? I look like a stranger to myself.

But when you're cycling on busy roads and the Garmin's getting blurry, the coffee menu's unreadable, and that car or tree is just a touch too undefined - you adapt, or you risk something worse than discomfort.

We've seen the enemy… and it is us.

A reflection on the manager behaviours we all recognise - the good ones we aspire to, and the difficult ones that emerge when we're running on empty.

What does it take to stay on the left side of that line?

After 32 years of friendship and a weekend seeing Deacon Blue in Glasgow, I'm reminded that connection isn't indulgent - it's essential. Especially when you're the one everyone else looks to for answers.

A conversation yesterday reminded me why I left a 25-year career to start again.

Sitting in the Science Gallery under the shadow of the Shard, I was surrounded by HR professionals grappling with change. Andrew Shorter said something that cut through: "Change is unpredictable and messy."

Everyone you know at work is probably wrestling with how to define, react to, manage, communicate, or survive the change they're facing. Sound familiar?

One insight stayed with me: courageous leaders don't just initiate change – they stay the course.

December 2024, I knew I had to make a change. I was trapped. Twenty-five years of career success, but I was burned out and disconnected. So I walked away from the salary and security to reconnect with my purpose.

Now? It's slowly building, and I need courage to stay the course.

What's the change you need to make for yourself? And who's in your camp to help you through it?

"What use am I?"

That hit home. I hear you, and I am you.

My client had just said that out loud in a coaching session. We were exploring purpose – that most fundamental of topics that comes up time and time again in my leadership work. Specifically, we were unpicking the tensions between what we want to be doing and what we feel we must.

It was a powerful moment for him. Led us into an impactful discussion about what makes us happy, how we define ourselves, and the pressures we put on ourselves.

What landed differently for me was how close this conversation was to home.

Because I was there. Not that long ago. Sitting at my desk thinking the exact same thing. Have I hit my level of incompetence? I can't go on like this, but I don't know what the alternative is. People rely on me. I can't let them down.

If you're carrying that question right now, here's what I learned about finding purpose when you're stuck...

Yesterday, I returned to facilitate a team session at a company I'd left 2.5 years ago. They'd changed, I'd changed, but what struck me was how this team had created something rare - a space where people could be themselves completely and deliver brilliantly through their unique strengths. It got me reflecting on my own journey back from some of the lowest points in my career, and what I've learned about taking ownership when you're feeling stuck.

As senior leaders, we're used to being the go-to person when things go wrong. But sometimes that weight on your chest isn't caused by anything you've done wrong.

Here's what I learned about when to stop blaming yourself for outcomes beyond your control.

A lot gets written about purpose these days. It's one of those words we throw around without really thinking about what it means. But when I was asked "why I set up on my own" this year, it made me dig deeper than expected. Here's what I learned when I stopped giving the polished elevator pitch and started being honest about the journey - from running away from corporate games to finding a purpose that bridges personal authenticity with genuine service to others who feel stuck.

Last week I found myself on a small Malaysian island, working with aspiring managers genuinely excited about stepping into leadership. What struck me most? This client wasn't waiting or crossing their fingers. They were investing early and deliberately. It got me thinking about a senior leader I spoke with recently who felt increasingly isolated - promoted for technical expertise but struggling with the human challenges no one prepared them for. Sound familiar? In a world where 42% of CEOs cite uncertainty as their top threat, the question isn't whether disruption is coming. It's whether your leadership capability is ready.

I'm in a good place right now. I know that won't last - life has a way of taking over. But here's what I do know: I've built something.

Over the last year, I've made decisions that leave me genuinely privileged to be where I am. The question is: if you're carrying the weight right now, who's in your camp?

A coaching conversation reveals why servant leaders struggle to identify their own needs - and what it takes to lead with both heart and clarity.

The business case for leadership development has never been clearer. With 200,000 UK jobs lost in 2024 and unprecedented disruption across industries, the organisations thriving aren't just those with the best strategies - they're the ones with leadership capabilities that serve people through uncertainty. Research shows 25% performance improvement and 3× revenue growth for companies investing in leadership development. If you're leading through complexity whilst everyone looks to you for answers, discover what this moment actually demands.

Not all feedback is a gift. Here’s how to separate vague, unhelpful comments from the insights that actually fuel leadership growth and confidence.

If I’d focused on personal bests, I’d have called it a failure. But this 200km group ride wasn’t about speed—it was about getting everyone there, together.

The belief that leaders must project constant confidence is exhausting - and it’s holding teams back. Here’s why curiosity beats certainty every time.

What if you don’t need to see the whole path to lead well? In this post, I reflect on cycling through darkness, leadership without certainty, and coaching through ambiguity.