I’m a big fan of sabbaticals.
Life tends to have a way of happening. We take the steps that show up in front of us, develop a routine, get comfortable and soon the pattern we are in sets our days and our lives.
The context for our work remains leadership and culture. The primary focus of our work is on managers as the expression and conduit of these.
In terms of culture, engagement, and performance we believe that managers are the most impactful people in the organisation. We need brilliant leadership absolutely (and many great consultants are offering programs in that space).
Having recently returned from study at the Harvard Kennedy School, Helen shares her thoughts from her inspired time whilst attending the Art and Practice of Leadership Development (APL) programme led by Professor Heifetz.
Sometimes it seems that if you wanted to design a workplace where people can't do their best work, you would design the 9-5 office model.
If we allow unresolved issues to fester we develop a toxic relationship culture. This becomes a perfect breeding ground for bullying behaviours. How can we avoid being sucked into such an unhealthy dynamic?
